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中国经济网柏林11月8日讯
据德国当地媒体报道，根据市场调研公司的数据，德国大众汽车已经在产量上超过日本丰田汽车，成为全球最大的汽车生产商。
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今天和老唐去了一趟常州，帮师兄们公司生产的电动车确定内饰优化方案。早上7点半的动车，一个半小时就到常州了，十分便捷，虽然由于买票晚, 只买到了站票。当然，没买到坐票的另一个原因是这个车一路上要经过苏州、无锡两个站，很多上海人周末结伴到着两个城市游玩，车厢爆满。所幸我们躲到了01节车厢，在驾驶室门和最后一排座椅之间有一段台阶，正好可以坐下，我就在这个缝隙里猫了起来，一路还算惬意哈。
到了师兄们的公司，见了老水（现在可是总工了），寒暄几句就直奔车间，因为我实在是迫不及待的想看看小车！虽然一直有看过最新状态的照片，但是见到实车的感觉还是令人眼前一亮。从外观到内饰再到功能，完成度更高了！而且十几辆整齐的排在宽敞整洁的新生产车间，显得更有气势。车间多了不少工人，墙上也挂上了各种生产线订单和目视牌，看得出这段时间来，他们确实是花了很多心思在生产规划上。
目前小车的内饰设计还不是很令人满意。虽然当时我给了设计方案，但是并没有参与后期的开发。由于没有经过油泥模型的调整，供应商又缺乏造型设计能力，因此最后出来的内饰面板效果不是很好。而且他们对于材质和配色也没有考虑。最后就是各个分件之间的颜色比较混乱，存在很大的色差。这次我们就是过来解决这个问题的。也算是周末时间友情赞助了。
上午我们把车开到了附近的一家涂料厂。按照我之前的电脑效果图让小工帮我们喷了色版，然后下午开始试喷试装。在其中我们还根据实际情况调整了方案。最终我们选定了全黑的内饰，然后在门把手和仪表上点缀了一些银色材质，最终效果出乎意料的好。嘿嘿，因为黑白反差的效果视觉上给人比较强烈的冲击力，而且黑色可以把很多细节都掩盖掉，把内饰变得整体、协调。（后来发现仪表台上缘的金属漆会造成挡风玻璃的强烈反光，有安全隐患。这也是一个造型与功能冲突的例子罢）
一天之内搞定设施，调整优化设计方案加以实施，而且得到了大家的肯定，这种过程所带来的充实和快乐真的无与伦比。我想，这种灵活自由的创造感，确实是大公司循规蹈矩的工作所不能带来的。
当然，山寨也有不好的地方，就是缺少规范的管理流程，老板权利过大，决策过程不严谨，有时候就是凭喜好随意改变战略和目标。比如几天之前定下的任务方向，今天还没做完又要变化，经常令下面的人无所适从。即使是白纸黑字的东西，也可以随便推翻的，汗…… 某种程度上，这也加大了企业的风险。
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通过层层保密的大门，今天终于在试制车间看到原型样车了！在指尖从车身光顺的曲面滑过的瞬间，我心情那个激动啊，不禁泪牛满面T_T —— 做了一年的“表哥”，总算见到了具备功能的实车，而不再只是对着电脑上的一堆零件表和效果图YY。阁则是阿拉值得铭记的时刻！
整车的造型动感锐利，LED大灯尾灯非常炫，有点奥迪的范儿。从前灯转角延续到尾灯的腰线转折犀利，微向后上方仰起，霸气沉稳中又蕴含动势。这依然是一辆VW，但却比以往要硬朗年轻许多。还有内饰……（呵呵，不能再说了否则会有泄密的嫌疑）
听说前段有一车间工人偷拍了某即将上市车型，并图片放到了网上。他可能是仅仅是太喜欢这款车了，看网上有人攻击这款车，他便迫不及待地在网上论坛上与人激烈讨论。后来某门户转发了这张照片作为新车谍照，公司领导大怒，动用公关力量撤下了那篇报道，同时下令清查内鬼。结果，这位仁兄不幸地被裁……据说伊入职还不到一年，残念……
扯远了。围观这样帅气的车，项目组的每个人都手痒了，都想马上开回家。当下开始YY，梦想自己驾驶此车狂飙的场景，可惜彼时脑海突然闪过的预定售价，又将我拉回无情的现实。算了，过过眼瘾就罢了。
不过，有了形象具体的奋斗目标，工作果然有了动力。Fighting~~ v-v
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双节长假回家。看小孩，陪家人，赴婚宴，接待游，博饼，逛夜店……
看了刚刚降生的侄女和侄子，还有朋友们的Baby们。身边一个个新生命纷纷到来，真的很神奇。生命最原始的意义其实就是繁衍后代，让基因得以延续。其它，都是在这之上的衍生。
和家人在一起的时光，总是最开心的。离家越久，越远，越是如此。有时候不禁想，异乡漂泊，到底为何？
好久没见死党们了，夜店玩的很High，哈。
无奈红色炸弹扎堆，哭。
第一次当专业陪游，辛苦也开心，借机逛了一些未曾去过的家乡名胜，比如草庵寺，牛姆林，围头。
最后，几次博饼，手气超好，好几次第一回就拿了榜眼，就差中状元了 ^o^ v
8天一晃而过，很充实。
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病毒式营销哦，最后几句台词蛮搞的哈。
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Last Sunday, Chef asked me to do a summary about my work in the passed months. It has been several months since we talked about my performance on this job. However, I had the feeling that it will come again before the big holiday, and I am right. ^^
Thanks to my everyday notes , I was able to make a structured and thoughtful PPT report. I wrote down my understanding of the main tasks of the major milestones of our project that I have experience (von Konzept-Entscheidung, Design-Entscheidung, Design-Freez zu Beschaffung-Freigabe). Then I break down each main tasks into detail at different stages. And next to each small task I wrote the achievements and fields which needs to be improved in our project team. I also listed my insights, my doubts and questions about the project, expecting boss would understand my opinion and my though. For example, why can't PM have the license to the Engineering Database? How many percent of the car is originally design by us? On what extent should a project manager dig into the work of functional departments (like purchasing, Marketing, Quality Assurance, etc.).
The report cost me nearly a whole day and was finished before the end of the day. To be frank, when I clicked the send button in Outlook, I had no idea if my report could have positive acknowledgment from him. That’s because my Chef is a young and aggressive professional manager. He doesn’t often praise other one’s job. However, he do have the ability to be proud. His passion and wide knowledge in the industry and project management did make a deep impression in everyone of our team. The time waiting for feedback is nervous. But to my surprise, He got excited just few minutes after looking at my report and said," Hey, you really do a good job!" It's very important for me to have your solid opinions". Then we have a joyful discussion and I received lots of advises. Some of them are really useful!
Well, what a tough but happy day, cheers~~! ^_^ V
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封面很清新：淡绿的田园和湛蓝的天空，印象派的笔触，一抹蜡笔红日。他的国，名字也很童话，喜欢，当下决定要买下。之后才发现作者是韩寒，汗……
说实话自己以前对韩寒不是很感冒。年少轻狂，谁人入我眼？然而青春就像一卷手纸，看着很多，用着用着却很快就没了，比如我手上这卷。夹着青春尾巴的人，开始知道社会生存之不易，对一些人和事有了更深的体会，于是对原本不屑的人和事有了越来越多的敬意和好感，比如韩寒和他的书。
身边的世界变化太快，自己更像是观众，无力。
拥有的不懂珍惜，得不到的愈发痴迷，焦虑。
畸形混乱的城市丛林里，努力保护自己最后的领地。
苍茫中，一抹浅绿。
尽管可能垃圾遍地，杂草丛生，你却依然能惊喜地发现，在夏夜里陪伴你仰望深邃的星空的，还有那胖胖的龙猫和硕大的萤火虫。
有点宫崎骏，不是么？
于是，开始幻想自己就是左小龙，骑着自己的摩托，带着心爱的泥巴，迷雾中，闭上眼睛，油门全满，冲向远方。
世界其实不大，只要不停前行。
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从鱼跃mm的Blog看到，非常喜欢，一下子勾起对家乡的思念了……
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堂哥的小天使昨天降生，偶也升级啦。哈哈~~
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世界是平的，一本据说很火爆的畅销书。听说过蛮长时间，但总觉得标题蛮怪：难道到今天还有人怀疑地球不是圆的么? 于是很居心叵测的怀疑是标题党作祟，无视之。
直到前段一好友决定再次起航北漂，留下一堆杂物与我，其中便有此书中文版。他说不错值得一看，友人推荐又是免费之物，自然不能不看了: ) 断断续续花了快一个月才把这本书看完，一方面是由于每天的阅读时间有限，另一方面是本书的字数——费里德曼不愧是纽约时报的资深编辑，太能写了，丫满版足足四百多页（要是佐藤那样的设计书的风格来排版，此书估计可以当哑铃使了）……看完之后不得不再次小佩服一下自己耐心, hiahia ^0^
原来，老弗里德曼并没有说地球不是圆的。他说的世界是平的，是相对于“崎岖不平”而言的。由于电脑、互联网等通迅技术的飞速发展，导致信息传递的成本急速降低，从而打破了世界各地人们的地理阻隔，使得全球的政治、经济、文化发生史上空前的变革。说白了，这是一本探讨“全球化”及其趋势和影响的书。正如梁文道所说“书是废话组成的”，畅销书更是如此：把你已經知道的事情說一遍，然後換個方法再說一次，最后再总结一次。但我还是很佩服弗里德曼身为记者的宽阔眼界和敏锐捕捉力，能够把这一尽人皆知的趋势变革用一系列丰富生动的案例串起来，并用深入浅出的语言加以描述，读来并不觉得乏味。
尽管是站在老美的角度写的书，但作为中国人读来仍颇有共鸣。不少观点有一语惊醒梦中人的作用。比如过去美国父母教育孩子不要浪费粮食时会说“要知道，非洲的孩子们今天仍然吃不饱饭呢”，而今天他们却说“要好好学习，否则明天你的工作将被中国和印度的勤奋聪明的孩子们夺走！”
看着现在上海滩满大街的老外，有时候确实给人一种中国俨然跻身世界强国的假象。但是，凭什么这么多勤劳聪明的中国人在中国做着同老外一样的工作，却只能拿到别人1/10的工资？
在这个平坦的时代，任何知识技术的普及都是迅速的。那种掌握了一门知识或者找到一份铁饭碗之后就可以一劳永逸、高枕无忧的时代已经过去。想要立足不被淘汰，就必须保持自己的好奇心，想象力和激情。弗里德曼 CQ+PQ〉IQ的提法也很蛮有新意。好奇心指数(Curiosity Quotient)和激情指数(Passion Quotient)的重要性将越来越超过智商的作用。因为一个拥有激情和好奇心的人会比一个拥有高智商但缺乏激情的人进步的更快。
在这个平坦得任何事情都可以被数字化被外包的时代，在这个任何信息都赤裸示人的世界，你的核心竞争力在哪里？ 套用作者长篇大论之后却又有点虎头蛇尾的结论，那就是——想象力。想象一下下一个太阳升起的时候，你会比今天跑得更快些么？
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Most of the young car designers and engineers don't have their own cars or even never drive a car, sounds ridiculous huh? Yet that's the reality in China. FML!
Isn't it sounds more ridiculous, that a project manager who is in charge of the strategy,timing, cost and quality of new car development don't have the rights to aproch the product's 3D data, and even don't have the chance to look at the digital virtual model of their product ? Yet that's the reallity in China. FML!
So what on earth are you doing everyday? What is the true value of those drawings and charts and PPTs you make everyday? How much do you think you really know about the product you are creating? Most of you don't care, i know for sure...
What a RIDICULOUS Job, F##k my life...
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from Tim Elmore / www.GrowingLeaders.com / www.Habitudes.org
Stop and reflect for a minute. Think about the way you lead people. What's your style?
This past year, I have purposefully observed thousands of leaders do their thing, as I travel the road and speak in schools, companies and other organizations. I've drawn several conclusions-and some have proven to be helpful, fresh insights for me. Let me toss one of them to you here:
Your motivation for leading, will determine your...
· Duration - If your motive for leading is good, it will impact how long you last.
· Decisions - If your motive is good, it will enhance your wisdom and objectivity.
· Donation - If your motive is good, it will increase the value you add to the team.
· Direction - If your motive is good, it will determine your style and approach.
In other words-why you do something will ultimately determine what you do, as a leader. Let me illustrate with the following popular styles of leadership, and suggest how motivation fits into the style and decisions of each type of leader.
Commanders
You know these people. They lead with a top-down style. Their behavior is marked by one-way communication, which represents one person leveraging their power over the team. They may have begun their leadership journey in a different style, but as they aged or as they grew impatient with people, they got short and migrated to a "just do what I want you to do" style." It's an approach that's more about telling than asking. It's about demanding and requiring. You don't have to be a psychologist to see that this leader's motives are distorted. They now operate from a desire for power. The goal of the commander is to enforce their rules and authority. They want CONTROL.
Kings
Kings represent a slightly different style of leader. Their behavior is marked by a drive to maintain stability. Why? Because stability is the best way to remain king. They have a growing love for tradition; they have a vested interest in keeping things the way they've been in the past. It's as though once this type of leader got their position-their entire goal is to keep their position. These leaders are about managing order. The want order. They aren't necessarily bad people, but they are likely going to be bad leaders in this ever changing world we live in. They are compromisers. They won't take risks unless the risk is about helping to maintain and manage what already is. The goal of the monarchy is to enrich the king; to keep him in power. They want COMPLIANCE.
Celebrities
Celebrities are a third type of leadership style. Their behavior is marked by the pursuit of perks and popularity. If you watch them closely, you'll notice a keen desire for applause and affirmation. Like the styles above, they aren't necessarily bad people, but this motivation for recognition not only diminishes their ability to lead well, it clouds their ability to make good decisions. Their perspective is colored by their own needs. They are the proverbial "YouTube" video maker who wants to post videos to see how many people watch them. They love accumulating friends in a Facebook group. Because this is their motive, they want peace between all parties; for folks to get along, be happy, and look to them for entertainment and fulfillment. They love the fame that comes with their position. They love the attention it affords them. The celebrity performer wants CREDIT.
So What Can We Do?
Although each of these styles are common, they represent unhealthy leadership. Perhaps each of us struggles with one of them, but today's leader must emerge out of these ineffective styles, especially if we want to lead the next generation. I don't know of any young person today who is looking for a leader who is a "commander" or a "king" or a "celebrity." Students can sense that motives are wrong and that progress and purpose are diminished because of the leader.
So, what can we do to change? ……
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