3M - Inglise keel (0)

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3M:
AN AMERICAN STAR IN EUROPE -
3M Ameerika täht Euroopas
3M is the epitome of all that is best in corporate America. To stay on top the company must export its virtues to Europe.-
3M is the quintessence of all that is best in America enterprise. To stay on top the company must export its advantage to Europe-
3M on tuum kõigest mis on parim Ameerika ettevõttes. Et püsida tipus peab firma eksportima oma väärtusi Euroopasse.
Whenever lists of America’s brightest and best are compiled 3M is guaranteed to feature. –
Whenever lists of America’s brightest and best are drawn up 3M is listed. –
Millal iganes koostatakse nimekirju Ameerika säravamatest ja parimatest siis 3M on loetletud.
3M was born early this century as Minnesota Mining & Manufacturing . The mining soon ceased when the company’s founders failed to dig up the corundum they had hoped to discover. So they turned to trading in sandpaper, a product that uses the abrasive corundum. From the beginning the company was forced to innovate or die. –
3M was born early this century as Minnesota Mining & Manufacturing. The mining was interrupted when the company’s founders didn’t succeed in digging the corundum they had hoped to discover. So they started producing in sandpaper, a product that uses the granular corundum. From the beginning the company was forced to renew or die.-
3M sündis selle sajandi algul nimega Minnesota Mining & Manufacturing. Kaevandamine peagi peatati, kui firma algatajatel ei õnnestunud kaevandada korundi, mida nad lootsid leida. Niisiis pöördusid nad kaubitsema liivapaberiga, tootega , mis kasutab lihvimiskorundi. Algusest peale oli firma sunnitud leidma midagi innovaatilist või surema.
Today 3M’s headquarters and many of its laboratories are in St Paul, Minnesota. Most of its customers are other industrial concerns . Its 60 000 products range from medical-imaging equipment to Scotch tape to abrasive for the car industry. With that unpromising background, how has the company been so successful?
Today 3M’s headquarters and many of its laboratories are in St Paul, Minnesota. Most of its customers are other industrial concerns. Its 60 000 products extend from medial- diagnostic facilities to Scotch tape to abrasive for the car industry. With that poor record , how has the company been so successful?
Tänaseks asub 3Mi peakontor ja paljud selle laboratooriume St Pauli linnas, Minnesotas. Enamik nende klientidest on teiste tööstusalade kontsernid. Nende 60000 toodet on alates meditsiini seadetest kuni kleeplindini kuni lihvimisvahenditest auto tööstuseni. Sellise vähelubava taustaga, kuidas on see firma olnud nii edukas?
Perpetual innovation –
Eternal innovation
Igavene innovatsioon
When asked to explain its own success , 3M begins with technological innovation. -
Kui palutakse selgitada oma edu, 3M alustab tehnoloogilisest innovatsioonist.
3M is among the 25 companies with the most patents in the world – 11 of the 25 are Japanese , 10 are American and only four are European. The company spends some 6,5% of its total sales on research and development , almost twice the American average. And that has increased from about 4,5% at the beginning of the 1980s. The increase – part of the response to the less sparkling performance in the mid-1980s – adds a not-insignificant $200 million a year to the research budget. –
3M is among the 25 companies with the most copyrights in the world – 11 of the 25 are Japanese, 10 are American and only four are European. The company spends some 6,5% of its total sales on R&D, almost double the American regular. And that has increased from about 4,5% at the beginning of the 1980s. The extend – part of the response to the pour result in the mid-1980s – adds a remarkable $200 million a year to the research budget.
3M kuulub nende 25 firma hulka kellel on maailmas enim patente – 11 kahekümne viiest on Jaapani firmad, 10 Ameerika ja ainult 4 Euroopa omad. Firma kulutab umbes 6,5% oma kogu tulust tootearendusele, peaaegu topelt rohkem kui ameerika keskmine. See on tõusnud 4,5%, mis oli 1980ndate alguses. Kasvav areng mitte nii hiilgavale tulemusele 1980ndate keskpaigal lisab märkimisväärse $200 miljonit aastas oma tootearenduse eelarvesse.
European action
3M sees its future as lying increasingly outside the United States. Europe accounts for some 30% of the company’s worldwide sales and one- quarter of its employees. That puts 3M among the 300 largest companies in Europe.
European action
3M sees its coming as lying extending outwards the United States. Europe includes some 30% of the company’s worldwide turnover and one-quarter of its employees. That puts 3M among the 300 largest companies in Europe.
Tegevus Euroopas
3M näeb oma tulevikku järjest rohkem laiendades väljaspool Ameerika Ühendriike. Euroopa hõlmab umbes 30% firma ülemaailmsest müügist ja ¼ oma töötajatest. See teeb 3Mi 300 Euroopa suurima firma hulka.
The company has had subsidiaries in the region for almost 40 years and now has 17 different companies on the continent and 14 major R&D centers. Since 1984 a number on European Management Action Teams (EMATs) have been set up under the direction of Joe Warren , 3M’s Brussels - based vice- president in charge of Europe.
The company has had units in the region for almost 40 years and now has 17 different companies on the continent and 14 major Research and Development centers. Since 1984 a number on European Management Action Teams (Electromagnetic Acoustic Transducers) have been created under the direction of Joe Warren, 3M’s Brussels-based vice-president responsible of Europe.
Firmal on allüksused sellest regioonist juba peaaegu 40 aastat ja nüüdseks omab 17 erinevat firmat sellel kontinendil ja 14 suurt tootearenduse keskust. Alates 1984 mitmed European Management Action Teams`idest (EMAT-id) on Joe Warreni juhtimisel loodud, 3Mi Brüsselis asuv asepresident vastutamaks Euroopa osa eest.
Briefly, 3M worldwide is divided into four sectors: industrial and electronics (36% of sales); information and imaging technologies (28%); life sciences (22%); and commercial and consumer (14%). These four sectors are divided into 15 „ strategic business centres “ (SBCs) – for audio -visual products, abrasives, etc. – and each centre is responsible for three or four of the company’s 50 operating divisions. The operating divisions are run like small businesses and 3M staff say that each has its own culture.
Briefly, 3M worldwide is divided into four sectors: industrial and electronics (36% of sales); information and picture technologies (28%); nature sciences (22%); and commercial and consumer (14%). These four sectors are divided into 15 „strategic business centres“ (SBCs) – for audio-visual products, abrasives, etc. – and each centre is responsible for three or four of the company’s 50 operating divisions. The operating divisions managed like small businesses and 3M staff say that each has its own culture.
Lühidalt, on 3M ülemaailmselt jaotatud nelja sektorisse: tööstus ja elektroonika (36% müügist); informatsiooni ja pildi tehnoloogiad (28%); loodusteadused (22%) ja kaubandus-ja tarbijakaitse (14%). Need neli sektorit on jaotatud 15 „strateegiliseks ärikeskuseks“ – AV tooted, lihvimisvahendid jne ja iga keskus vastutab kolme või nelja firmade 50 operatsiooni divisjoni eest. Operatiivseid divisjone juhitakse nagu väikseid firmasid ja 3Mi töötajad räägivad, et igal on oma kultuur.
Global strategy is determined by the business centres in St Paul. European input comes via group directors (one for each business centre) based at 3M’s Eurepean headquarters in Brussels. In additions, the European organisations has a number of product managers (most of them in Brussels) plus managing directors in charge of each of the 17 European subsidiaries. These subsidiaries are run nationally, with a few exceptions – for example, the MD of Spain is also the MD of Portugal , and the MD of the UK is also MD on Ireland.
Global strategy is put in place by the business centres in St Paul. European input comes through group directors (one for each business centre) based at 3M’s Eurepean headquarters in Brussels. In additions, the European organisations has a number of product managers (most of them in Brussels) plus managing directors in charge of each of the 17 European subsidiaries. These subsidiaries are state-run, with a few exceptions – for example, the MD of Spain is also the MD of Portugal, and the MD of the UK is also MD on Ireland.
Globaalne strateegia pannakse paika ärikeskuste poolt mis asuvad ST Paulis. Euroopa osa tuleb läbi grupi direktorite (üks igale ärikeskusele) kes asuvad 3Mi Euroopa peakorteris Brüsselis. lisaks on Euroopa organisatsioonil mitmeid tootejuhte (enamik on Brüsselis) lisaks juhtimisdirektorid igas 17 Euroopa allüksuses. Neid allüksuseid juhitakse üleriigiliselt , mõne erandiga – näiteks juhtimisdirektor Hispaanias on seda ka Portugalis, ja juhtimisdirektor Suurbritannias on ka seda Iirimaal .
Each of the 40-plus EMATs corresponds roughly to an operating division and has between eight and ten members drawn from different functions and different countries. Typically they meet every four to six weeks. In theory they have collective responsibility for achieving the company’s European goals ; in practice they spend much of their time discussing the launch of new products.
Each of the 40-plus EMATs corresponds roughly to an operating division and has between eight and ten members drawn from different areas and different countries. Typically they meet every four to six weeks. In theory they have a shared responsibility for reach the company’s European targets; in practice they spend much of their time discussing the advent of new products.
Iga 40 pluss EMAT vastab umbes ühele operatsiooni divisjonile ja omab 8-10 liiget erinevatest valdkondadest ja erinevatest riikidest. Tavaliselt kohtuvad nad iga nelja kuni kuue nädala tagant. Teoorias on neil ühine vastutus saavutamaks firma Euroopa eesmärgid; põhiliselt veedavad nad enamuse ajast arutades uute toodete välja tulekut.
Although 3M has only 150 Americans working for the company outside the United States ( even in the UK there are only six American employees), the language of the EMATs is English . Since these were the first formal means for more junior employees of different nationalities to get together, the early discussions tended to be dominated by the fluent English-speakers: the British , the Dutch and the Irish . Now the company insists that a certain level of proficiency in English is a prerequisite for joining an EMAT, and team members are being trained to learn how to accommodate different cultures .
Although 3M has only 150 Americans working for the company outside the United States (even in the UK there are only six American employees), the language of the EMATs is English. Since these were the first official resources for more younger workers of different nationalities to get together, the early discussions tended to be dominated by the facile English-speakers: the British, the Dutch and the Irish. Now the company require that a certain level of skills in English is a prerequisite for joining an EMAT, and team members are being trained to learn how to adapt different cultures.
Kuigi 3Mis on ainult 150 ameeriklast väljaspool Ameerika Ühendriike (isegi Suurbritannias on ainult kuus ameeriklasest töötajat), on siiski EMATi keeleks inglise keel. Kuna need olid esimesed ametlikud vahendid erinevatest rahvustest noorematel töötajatel kokku saamiseks, siis esmaseid arutlusi domineerisid vabalt inglise keelt kõnelejad: britid, hollandlased ja iirlased. Nüüdseks firma nõuab kindlalt tasemel inglise keele oskust eeldusel EMATiga ühinemisel, ja meeskonnaliikmeid õpetatakse kohalduma erinevate kultuuridega.
The future depends on how well the company has learnt to adapt to change . One of the greatest changes in its markets is occurring in Europe, and much hangs on the ability of the EMATs to come up with products that will meet the fast -shifting demands of 3M’s European customers.
The future depends on how well the company has learnt to accommodate to change. One of the greatest changes in its markets is held in Europe, and much is at stake the ability of the EMATs to come up with products that will respond the quickly changing requirements of 3M’s European customers.
Tuleviku määrab kui hästi on firma õppinud kohanema muutustega. Suurimad muutused turul toimuvad Euroopas ja palju on kaalul EMATi võimest tulla välja toodetega, mis vastaksid kiiresti muutuvate nõuetega 3Mi Euroopa klientide seas.