英文好的朋友请进，有2句话翻译求助

hammeryet

　　大家好，我正在翻译《Why PdM Programs Fail: Personnel Issues》，有2句话的意思不太确定，请大家帮着看看。
　　红色部分，谢谢了。
　　Often, PdM managers can spend too much time looking at vibration spectra and not enough time assessing the PdM program as a whole. But this is not necessarily the fault of the person or people chosen to do this work. I believe it is simply a failure to realize the level of expertise in these matters that exists out there in the marketplace, compared to the level of expertise we may be able to develop within our facility - especially when companies keep losing our their experts.

hjj73

能介绍以下PDM吗？

0141271

PDM:Predictive Maintenance预测性维修
PM:Preventive Maintenance预防性维修

mriook

编辑不了，把英文部分放大点吧

hammeryet

　　Often, PdM managers can spend too much time looking at vibration spectra and not enough time assessing the PdM program as a whole. But this is not necessarily the fault of the person or people chosen to do this work. I believe it is simply a failure to realize the level of expertise in these matters that exists out there in the marketplace, compared to the level of expertise we may be able to develop within our facility - especially when companies keep losing our their experts.
　　主要是这句，话比较长，有点不知所云：I believe it is simply a failure to realize the level of expertise in these matters that exists out there in the marketplace。

0141271

　　试着翻译一下
　　Often, PdM managers can spend too much time looking at vibration spectra and not enough time assessing the PdM program as a whole. But this is not necessarily the fault of the person or people chosen to do this work. I believe it is simply a failure to realize the level of expertise in these matters that exists out there in the marketplace, compared to the level of expertise we may be able to develop within our facility - especially when companies keep losing our their experts.
　　通常,预测性维修主管花太多时闲研究振动频谱而无暇顾及实施整体预测性维修程序。但是，这并不一定是该人或者选择从事这项工作的人的错。我相信这只是未能意识到在这领域内有专业知识水平来处理这些问题，相比领域内专业知识水平，我们也许只能够在工厂内部发展- 特别是当公司不断失去我们自己的专家。

hammeryet

　　以下是我的翻译，大家看看是否合适，哪里需要修改：
　　通常，预测性维修的经理们都花费太多时间在看频谱波形上而没有足够的时间把PDM项目看成一个整体，但其实这是不必要的，主要的问题还是没有选对合适的人选来做预测性维修工作。我相信人选甄别的工作其实很简单，参照PDM市场所需的技术水平，再比较企业内部所能发展的技术水平-尤其是在企业持续流失他们的专家时候。

hammeryet

回复 6 # 0141271 的帖子

非常感谢，0141271 你是常熟哪个单位的啊？

hammeryet

大家给个意见吧，谁的更贴切一些？
或者你有更好的翻译啊？

0141271

hammeryet 发表于 2011-2-22 10:19

                               
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大家给个意见吧，谁的更贴切一些？
或者你有更好的翻译啊？

感觉你的更有深层次意思,我是直接翻译的,不太好理解，希望有更多的人来参与。
翻译这事情还是需要通篇理解及联系上下文来翻

hammeryet

　　以下是全文，大家看看哪个更贴切一些。谢谢
　　Why PdM Programs Fail: Personnel Issues
　　预测性维修为何会失败?人的因素
　　作者 Alan Friedman 翻译 翁建忠
　　很多工厂和企业都没有在预测性维修项目上达到预期的10：1，20：1甚至30：1的投资收益率，虽然投入了大量的金钱在检测仪器和培训费用上，但非常不幸的是，在很多工厂中的数据采集仪不是在采集数据而是在采集灰尘，它们静静地躺在仓库的架子上等着能有人重新发现它，而某一天发现它的人也许会好奇这个古董到底是用来干什么的。与此同时，整个工厂又恢复到以前的停机抢修状态，每个人都焦头烂额忙于应付。当然，这里的工作至少不缺乏刺激。
　　本文的焦点是和大家来探讨预测性维修失败的原因中人的因素。让我们从头开始，假设我们还没有开展预测性维修，然后我们准备现在启动这个项目。这个带给我们第一个问题值得我们思考：有多少次我们需要假设我们以前没有开展过预测性维修而要重新从头开始?也许这次连设备也是新的——因为负责预测性维修的工程师另谋高就了，留给新人的只有一个正方形的仪器和几根电缆、传感器，除此之外他把几乎所有东西都带走了。坦率地说，大多数企业在开展预测性维修项目上都不止尝试过一次。
　　人才保有
　　对于预测性维修来说，如何保有受过专业训练的人才一直是个问题。当有人退休其它人升迁、或者离职到其他公司的时候，这些变动对于预测性维修的影响通常都是毁灭性的，特别是当这些工作未纳入标准流程而离职的时候就会导致其他人不能上手。不幸的是，大部分人都喜欢成为“专家”，并且为了维护他们的职位而把分析工作神秘化，隐藏自己的经验以使公司能一直依赖他们。也有些人可能没那么保守，但却不认为需要考虑得很长远。换句话说，他们没有建立起标准流程从而导致企业的预测性维修工作会随着他们的永久离职而中断。在这两种情况下，我们可以肯定地说企业内部专家的离开通常就足以导致预测性维修的失败，而那些高技术设备也会随之被搁置到遥不可及的架子上。
　　这些教训提示我们的是我们需要从现在开始就把预测性维修规范化与流程化。规范流程对于企业来说是非常好的，不单能够提高预测性维修项目的效率，还可以使其制度化，从而使预测性维修项目不再是一个人的工作，而是一个团队。这些工作可以使企业在流失关键人员的时候预测性维修项目能够幸存下来。
　　人员培训
　　让我们来对另一个问题进行探讨：多长时间才能让开展预测性维修的人成为专家?一年?二年?五年?
　　这里还有另一个重要的问题需要考虑：我们需要的是一个全职负责预测性维修的人还是只需要一个兼职的(在他完成本职工作之后再来做预测性维修)?是给他们时间、培训以及必要的设备来使他们成功，还是这只是其繁忙工作中新增的职责?记住，当一个工厂运行没有有效的预测性维修支持，非计划停机以及不能对对工厂设备状态及时了解的情况就会频繁出现。因此，维修人员就会忙得像个消防员救火一样。
　　在这种情况下，预测性维修人员就很难抽出时间来推进预测性维修工作。为此，我们需要给他时间、空间及支持来使其能够成为我们新的专家，当然我们也不能期望这些在一夜之间发生。
　　基本方向
　　接下来我们探讨下一个可能的问题：实施预测性维修的那个人可能没有足够的能力来帮助工厂成功开展高质量的预测性维修项目。即使我们假设工厂已经准备提供时间与资源来支持预测性维修项目向前推进，但仍然需要有人能知道真正的前进方向在哪里。
　　缺少预测性维修的相关技能与远见是许多企业开展预测性维修的另一个障碍。现场设备是极为复杂的，不同的工业、位置、流程与环境等等要求工程师掌握大量的知识来作出准确的判断以使预测性维修能有效运行。数据采集仅仅是开始的第一步，也是最简单的一步。正确地分析数据极为重要，通过分析数据来决定采取何种措施需要非常多的实践与经验。
　　通常，预测性维修的主管们都花费太多时间在频谱分析上而没有足够的时间把PDM项目看成一个整体，但其实这是不必要的，主要的问题还是没有选对合适的人选来做预测性维修工作。我相信人选甄别的工作其实很简单，参照PDM市场所需的技术水平，再比较企业内部所能发展的技术水平——尤其是在企业持续流失他们的专家时候。
　　通常,预测性维修主管花太多时闲研究振动频谱而无暇顾及实施整体预测性维修程序。但是，这并不一定是该人或者选择从事这项工作的人的错。我相信这只是未能意识到在这领域内有专业知识水平来处理这些问题，相比领域内专业知识水平，我们也许只能够在工厂内部发展- 特别是当公司不断失去我们自己的专家。(0141271翻译)
　　因此，最根本的是我们需要提供充分的培训和时间来提高预测性维修人员有效开展PDM项目所需的知识与经验。这些事情需要做，而且需要做得很好。当然，如果企业不愿意或者不能提供时间和资源来发展企业内部的技能，那么最好不要考虑自己内部来开展预测性维修工作。
　　策略改变
　　最后一个值得探讨的话题是决策方向的突然改变。我曾经见过已经成功开展预测性维修的企业被新上任的经理突然终止，新经理对于预测性维修没有任何概念，于是新官上任三把火就烧掉了PDM项目。他们或者炒掉了预测性维修的负责人或者不再给予时间与权限来继续开展下去。有一点可以肯定的是，在没有采取文档记录预测性维修绩效的企业这个问题更为多见。(例如他们没有很好的证据来证明继续开展预测性维修比废弃它更好)。
　　行业趋势
　　近年来，我们看到预测性维修领域的一些变化：企业更多地趋向于把预测性维修外包给有着良好记录并能解决复杂故障的专业性PDM服务公司。这个改变的原因也在上文中有所涉及，即企业很难雇用、培训并保有对于预测性维修有着深厚经验、能把宣传上的潜在投资收益转化为实实在在结果与金钱的人。即使这些企业已经从事后维修转换为预测性维修并且也取得了一系列效果，但仍然可能因某些原因突然中断而重新回到消防员式的维修模式，如关键专家的离开或者因为企业经理不了解PDM的益处而采取的策略改变等等。
　　针对这些常见问题的一个解决方案是与行业内信誉良好并能负责任地把预测性维修项目年复一年持续推进的服务商合作。优秀的战略合作伙伴需要必须的技能，不单单是预测性维修技术，也包括对于如何从战略上部署预测性维修有着丰富经验，这样才能从根本上改变企业的维修策略并使之从中获益。

hammeryet

　　英文原版：
　　Why PdM Programs Fail: Personnel Issues
　　By Alan Friedman
　　Many facilities and enterprises have failed to achieve the 10:1, 20:1 or even 30:1 Return on Investment (ROI) often promised with the introduction of a Predictive Maintenance (PdM) program. Investments have been made in monitoring equipment and training but, unfortunately in many instances, data collectors are now collecting dust on a shelf in some storeroom waiting for someone to rediscover them. And perhaps the discoverer will wonder what these artifacts may have been used for. Meanwhile, on the factory floor, it is back to business as usual with unplanned outages as the norm, with everyone too busy fighting fires to get a handle on the situation. Well, at least it's an exciting place to work!
　　This article will focus primarily on the personnel aspects of how a PdM program could potentially fail. Let's start from scratch, pretending that we have no PdM program and we want to start one now. This brings us to the first problem: how many times have we had to pretend that we had no program and now we are starting from scratch all over again - maybe with new equipment this time around - because the guy who used to run the program left for greener pastures and took everything with him except for a squarish-looking electronic device with some cables and a sensor hanging off of it? If we are honest, most companies have probably given the PdM program thing at least one try.
　　Retention
　　Retention of highly trained personnel can be a problem. While many are retiring, others are either promoted or make lateral moves to other companies. The impact of these moves is especially devastating when individuals do not formalize their work into processes and procedures that other people can be trained to follow when they leave. Unfortunately, many workers like to be "experts" and protect their position by shrouding their work in mystery, holding onto the secrets of their expertise to ensure that the company remains dependent on them. Others may be less devious or insecure, but simply don't think ahead. In other words, they don't establish procedures so the company can keep the program running in their eventual absence. In either case, we can say for certain that the loss of the resident expert is often enough to doom a PdM program, and banish its high tech equipment to the unreachable parts of the highest shelves.
　　The lesson here is that you should catalog work procedures and processes now. Formalizing procedures is one of the best steps you can take to not only enhance the effectiveness of your program, but also to institutionalize it, so that the program becomes bigger than one person, or even a handful of people. It can then survive the loss of key personnel.
　　Training
　　Let's say that we are going to give it another try. How long will it take to train the new resident expert, or experts, to the point where they have a handle on the technology and can effectively manage a PdM program? One year? Two? Five years?
　　Here is another very important question to ponder. Will we view PdM responsibilities as a full-time position or just something "extra" that has to be done after the "real" work is complete? Will this person's manager give them the time, training and equipment necessary to make them successful, or will the PdM program be seen as just another responsibility added to an already busy schedule? Remember, when a plant is operating without an effective PdM program, unplanned failures and a general lack of knowledge about the condition of the plants' assets are a given. Therefore, maintenance people are constantly operating in "firefighter" mode to fix the next emerging fire.
　　In this situation, it is difficult to step back and put together a strategy to move up the maintenance evolutionary ladder to the rung of PdM. In order to step back and do this, the person we appoint to help with this process (a.k.a. our new PdM expert-in-training), needs to be given the time, space and support to make the transition happen, which shouldn't be expected to happen overnight.
　　Basic Direction
　　This leads us to the next potential problem, which is that this person, or people, may not actually have the expertise to help the plant evolve into high quality PdM practices. Even if we assume the plant is ready to offer time and resources to support the PdM program moving forward, they still need someone in place who knows which direction forward really is!
　　A lack of technical skills and vision has been another thorn in the side of many an in-house PdM program. Running an effective PdM program requires a good deal of contextual knowledge that helps engineers make the right choices about the appropriate technology to use within a myriad of variables - industries, sites, processes and circumstances both environmental and technological. And gathering the data correctly is only the first, and many might ague the easiest step. Correctly analyzing the data gathered is at least equally as important, and deciding the proper actions to take from looking at the data requires a good deal of practice and experience.
　　Often, PdM managers can spend too much time looking at vibration spectra and not enough time assessing the PdM program as a whole. But this is not necessarily the fault of the person or people chosen to do this work. I believe it is simply a failure to realize the level of expertise in these matters that exists out there in the marketplace, compared to the level of expertise we may be able to develop within our facility - especially when companies keep losing our their experts.
　　So, the bottom line here is that it is essential to provide adequate training and time for personnel to gain the knowledge and experience required to run an effective in-house PdM program. It can be done, and can be done well. However, if companies aren't willing or able to provide the time and resources to develop this expertise in-house, they should not be considering an in-house program.
　　Strategic Direction
　　One last item worth mentioning is the problem of abrupt changes in strategic direction. I have seen successful programs uprooted by managers who, when initially hired, appear on the scene with no knowledge of PdM and do one of two things. They either fire their staff that is responsible for these tasks or they don't give the staff the time or permission to continue working on their programs. To be sure, this problem is more common in circumstances where the people running the PdM program have not adequately documented the efficacy of their work (i.e. they do not have the evidence handy to make a case for why the plant is better off keeping these programs in place).
　　Trends
　　In recent years, we have seen a shift in the PdM industry towards outsourcing PdM activities to companies who have a long track record of successfully managing these sorts of programs as well as the technical expertise to solve difficult problems. Some reasons for this shift has been touched on in this article; namely the difficulty a facility can have in hiring, training and retaining individuals who have the depth of experience needed to turn the advertised potential ROI PdM can provide into real results and real money. Even those facilities that have seen substantial gains in evolving their maintenance efforts from Reactive Maintenance to PdM may abruptly devolve back into firefighter maintenance mode with the loss of a key expert or because of a change in direction taken by a manager unfamiliar with the benefits of PdM.
　　One solution to these common problems is to team up with a well-established service provider who takes on the responsibility for keeping the program consistent year after year. A quality strategic partner will have the necessary expertise, not only with the PdM technologies, but also in knowing how to strategically deploy them so that they positively affect the company's bottom line.

noble_herb

翻译的还不错啊，哈哈

firecat_2

中间那一段 支持0141271 我的理解是下面这样的 不知道有无偏差
通常,预测性维修主管花太多时闲研究振动频谱而无暇顾及实施整体预测性维修程序。但是，这并不一定是该人或者选择从事这项工作的人的错。我相信这只是未能意识到在这领域内（PDM项目管理领域）有专业知识水平来处理这些问题，相比领域内（自己内部设备的知识领域）专业知识水平，我们也许只能够在工厂内部发展- 特别是当公司不断失去我们自己的专家。

hammeryet

回复 14 # firecat_2 的帖子

谢谢firecat_2的建议，如果大家没有不同意见的话我就综合0141271与firecat_2的翻译了。