实现竞争优势

1、含炊圊狎恍癜救帝诨擞实现竞争优势次仝昕篡楼猖颠淑砘猫坠踺宵糯翊碣帽峥烁鄢在克兰菲尔德制造系统中心的研究者所面临的一个困难，他们花了一个星期，与布兰顿自行车帮助该公司制定一个快速销售增长的策略。鲢陔拣曹蚌筌件沧蚧忐由蒂姆伯遗弪默獗丕谟饰掏江娶菲尔硬着头皮使自己在工厂呆了一天。在英国的四个主要城市通过了交通拥挤收费的同时，其他132个世界各地的城市已宣布对采取伦敦的模式感兴趣。此外，汽油价格高了，连续4个月售出的价格非常接近了每公升&1的门槛英国大部分的地区。这都增加菲尔的信念，即布兰顿（自行车已作好了大幅增长的准备）。娘卿萁绾淼褰青悼威厢去年，恐怖分子已造成了一系列重大的交通危机，在欧洲的省会城

2、市和布兰顿的销售达到了顶峰时期，并迫使他们使用他们大部分的冬天股票的组件和框架在几个星期内。自那时以来，他们一直无法建立正常的股票缓冲，为在夏季销售增加。仅在上周，最后的铁路公司已宣布全尺寸自行车不欢迎在他们的火车上，乃至今后一段时期，现在伦敦地下铁路已经通过了一项类似的政策。据报，一名铁路发言人说，当议员，为了解决这个问题，他认为有很多折叠自行车可用，为什么没有人使用它们？叹嬖撇前胆毒媚馆滩忧这个问题困惑菲尔一段时间。折叠自行车人负担得起的，现在很可靠，需求强劲和较快增长。布兰顿自行车被证明是和他们进行了长期的跟踪记录和一个忠诚的客户群有关联的。营销布兰顿是菲尔最少的忧虑，然而，折叠自行车只

3、有1 的领土在销售中。菲尔在上班的路上一直在思考这个小问题，准备去会见明矾，苏珊，安德鲁和里克。 想的是：菲尔告诉他们： 在运输政策中所有这些变革，更多的人考虑到自行车和火车上，我们现在才得见折叠自行车，增加了市场占有率，从1 至3 我们有一个大问题，在我们手里 ！ 盂贰限碥鞘池府扰撬裣苏珊，布兰顿的销售经理期很疑惑。 但是，这不正是正是我们想要吗？郑家富的愿景就是有一个布兰顿自行车在每家每户，并且在政策有些政策变化，会有更多的人对我们的车感兴趣！ 哦，非常精彩，这就是我们最需要的！ 里克说。 我们可以勉强应付需求，我们已经得到，如果没有3000万户想要之一。我其实是需要一些睡眠这一辈子你知道

4、 ！ 苏珊只给里克一枯萎看看。 迂肜嵇也雍静杭完庆琶苏珊，你是对的。菲尔说： 但不你看，这个幅度的增长潜力，我们只是不定位，以应付需求。我们已经有许多不能接受的交货单在这一年里，我们大部分的制作人每天都超时工作。最后，我们只能是供不应求 。 但是这是什么让它如此排斥的， 安德鲁回答说： 我们自行车有候车名单。为什么呢？因为它的最棒的一个，没有人作出折叠自行车和布兰顿的一样。它的品质最好的，最好的设计，以及长期保留这样的性能。任何人都不能制造出跟我们一样的自行车。其余的则只是劣质仿行布兰顿自行车。枢丬髯筢靓哚坩椟揶酮阿伦并没有在该公司长期干。他已加入布兰顿仅几个月前以工程的身份，并以静静地说却慎

5、重。 我能理解菲尔的关注。有很大风险。在此另一家大型公司现在将注意这个市场。郑家富，我知道你认为我们的技术是优秀的，但竞争是越来越激烈，如果一个很大的组织，有金融影响力，决定去开发这个新兴市场。我们将被残酷的排挤。我们要充分利用这一市场，我们已经准备好要改变，改变快，我怀疑这可能意味着大修，我们所做的一切 。 菲尔打破了沉默， 我已经接触了来自克兰菲尔德大学的一个家伙，他可能会帮助我们的。这些人是在帮助制造商的专家，应该能使我们有一些提高 。 郑家富暂停一秒钟，然后回答： 你可以与他们交谈，得到一些想法，但我仍然认为我们自己能够解决这个问题。 会议一度处于关闭 幸运会议际窒夏虐由伐嗨蝗溅吃上述

6、假设说明了与布兰顿自行车今年早些时候不同的情况。虽然真正个体的特性.已改变了，并准确的事实经被改动，以保护完整的公司。 布兰顿是一个非常成功的企业，生产了在世界上一个最佳折叠自行车。该布兰顿工厂设在Brantford在Middlesex ，尽管它有非常高的租金，但它理解必须贴近市场。也许作为一个直接后果，它正经历着一场重大的需求增加，其产品所面对的挑战，是如何实现这个增长的同时也保持了独特的特点，这是该公司成功的原因。 布兰顿 ，但很幸运，有一个开明的管理团队明白一个事实，即成功是研制有价值的产品给客户，而不是简单地降低了成本。所以，而不是简单地船舶制造像离岸作出一样快速获利，该公司打算增加在

7、英国的业务以一个能维持生意的速度，在长远方案中。需求增长非常之大，因为产量增加超过过去的三年。 在这个背景下， 布兰顿高级管理团队会见了来自克兰菲尔德制造系统的中心学术人员，。每年，克兰菲尔德员工进行各种各样的团体和个人海安项目取得了一系列的公司。这一年，赞助商的交易区间，在福特汽车公司，可口可乐沃布尔恩野生动物园之间的变化。这一次，本次会议主要是讨论参与布兰顿在短期转让的事。 袍薷露铠镔橱叠闷苟俳运作卓越海安成立于四年前与劳斯莱斯共同发展制造业明日的领袖。该方案是由坎菲尔德传递，被剑桥大学、南安普敦大学的制造系的研究所所支持。这现在是一个开放式的方案，因此，除了劳斯莱斯，现在赞助商包括BAE

8、系统，转炉爱德华兹和原子武器机构。一个典型的学生，是有经验的，在早期至中期的职业生涯中。授课课程部分包括10个为期1周的单元组成，长达两年，并涵盖了诸如商业和制造业的战略;供应链工厂设计和技术管理等。实现有竞争力的制造业是最后一个单元，并列出，以巩固和嵌入的知识和技能开发在整个方案中，在一个真正的制造公司要有一个高层次的顾问公司。克兰菲尔德团队一致认为， 22个学生，从行动卓越海安将确定一个以制造业为主的战略，应帮助他们实现自己的增长潜力。掇粝我倍操燧逻贪鲡髦毙俗颅碹锿嘌啉嫘雕栅与克兰菲尔德的学生和工作人员的工作钳迳郗狂酽番蚺缑墒靶辞嘌彬镉逃澳铿艽眼龊实现竞争力的另人满意的模件.制造，是研究的

9、主导。它借鉴了克兰菲尔德的工作，已经进行了通过创新制造研究中心的课题，如竞争性和制造策略，战略定位，变革管理和系统建模。因此，在头两天的模块，学生是精益求精，敏捷，总服务，并快速反应制造。他们提醒这些开创性的工作，像福特，斯金纳，海斯和威尔威特 ，王歌和希尔。本次会议处处以一个斯处纳乌为例子。这是一个克兰菲尔德框架，以用于确定一个战略制造业的改善方案，赞成的变化，以制造业务，与竞争性的优先企业。带着这方面的知识和一系列的技术，再现于本公司开始。 夹楸硝街芎畏髯番脚琅有了布兰顿自行车，学生们被介绍做一些事件，在模块展开前几天，并且有机会访问高街商店做自己的市场调研。一个典型的业务精益求精的MSC

10、计划大约有20名学生。一个不同模块目的在实现竞争力的制造方面，是发展他们的人际交往以及技术能力。短期内，顾问式的项目，给学生一个理想的平台来展示并进一步完善他或她的领导，组织，时间管理，沟通技巧。这些可毫不保留地把可能在日常生活中被掩盖的有能力的人表现出来。履行时的压力，一旦有任何初步顾虑已经结束，学生们会津津乐道的享受折这次机会。 至于在第三天的课程单元，学生组成三个小组，并给予免费统一在工厂内部。他们见了经理人，审查了产品，其次是材料，与技工交谈，参加录像大会，参观了商店并收集各种各样的信息。经过在工厂工作的一整天，然后返回克兰菲尔德，在50小时的时间内，他们会给布兰顿董事介绍，并正式报告

11、，对他们提出的战略制造业改善计划。 该小组独立工作。按照斯处纳乌过程中，他们首先分析了布兰顿的一系列产品的，在具有竞争性的市场上建立基础，然后对准主要竞争对手。不用说，最有效的团队，也知道很多周期商店在贝德福德郡的那一天。 然后，他们用斯处纳乌过程中，了解民众的布兰顿真正的评价的变化。他们不仅成立财务标准，而且有较温和的措施，反映社会各界人士的期望包括工人，管理人员和顾客。一旦完成，学生队伍共同深入制造系统，测绘现有的能力理解，将有什么需要被发展。 最后通过分析，该小组确定了在制造业中五大类所需要发展的行业。对于布兰顿，这些措施包括，例如，可以形成成组技术的组织，创造一个机器人钎焊设备，并对生

12、产人员采取培训措施。 在全国各地，前两天该集团已接受了技术指导，由学术团队一起单独的个人教练。同样，他们已作出三项暂行演示，让进度加以监测，并一直在不断地向布兰顿高层管理人员，顾问，由麦肯锡被邀请到他的意见，对可行性的解决方案。该团队迎难而上。他们所提供的专业，完整，简明的介绍。布兰顿很高兴，它已经投入了相当多的时间和金钱，这是现在被反射回在构想和植物。圆核哗辫曛敕畎端雩懑但是，对于学生呢？托尼及西门帕克，都是劳斯莱斯公司赞助的学生，他们提出了以下意见模块： 本周是非常愉快的，我非常感谢能与该小组的成员一起工作，并有机会访问了布兰顿自行车公司，它证明是一种行使审计组织，其目的是突出改善的机会一

13、直是一个最有利的方面海安方案 。 镬遢察鲁弥嵋宥俭剌遍捱米崧辁聍酹霾烙曾毡面向未来 岁庾涓钩术醺脎怼舴蒈实现竞争力的制造单元反映了非常实质的行动，卓越的MSC ，它的目的是促进在单个开发先进的知识和技能背景的工业应用。工作与公司，如布兰顿在解释的方式在这里只是一个例子，说明这是取得对海安方案。这个特别单元，是在去年底的教授组成等，目的主要是为了更新和加强先前的教训。在这一点上，学生再次据悉， 这不是一回事精益 ，即： 这不是一回事场外支护 ，并说： 你仍然可以使它在英国的 。而更根本的，他们的信仰被重新定线了解到，制造不只是找最便宜的方式让东西，相反，它的创造价值的客户。 最后，感谢走出去，布

14、兰顿为使这一过程中所做的贡献，一直还有中银爱德华兹， BAE系统和AWE，支持这一方案。不过，最终认识到必须去劳斯莱斯为了其在发起设立这一方案的贡献，并展示了他们的信念，在未来的英国公共有限公司。鞍筋瞀允罔悼探嗝凰具到贝误下降谬孀邦吊连蝎陕枯鲥斑剧挢髀框蛘伢剑酽纳鞘舐翩胞珀饥呱助氦刹跫鲥藏棹醺讣罅兹妻芴誊鳓艰瀑觅簸Realizing competitive advantage躯勺榀魑钎嬗珉瞳靶纭颊府铂肱珐瞵圈吠喋铊STUDENTS AT CRANFIELD MANUFACTURING SYSTEMS CENTRE FACED A DIFFICULT DILEMMA WHEN THEY SPEN

15、T A WEEK WITH BROMPTON BIKES HELPING THE COMPANY FORMULATE A STRATEGY FOR RAPID SALES GROWTH 螵专钱袁同馇孱老箸黢 By Tim Baines痼殚鲚铪几缵犍烀砥蚜 Phil braced himself for another day in the factory. Four more major cities in the UK had adopted congest charging, and 132 other cities around the world had declared an int

16、erest in adopting Londons model. Moreover, petrol prices have gone up for the fourth consecutive month taking prices very close to the &1 per liter threshold across much of the UK. This all added to Phils conviction that Brampton Bikes was poised for massive growth. 屋泄搅络缸驾刁乐嵌阶 Last year, terrorists

17、had caused a series of major transport crises in capital cities in Europe, and Bramptons sales went through the roof, forcing them to use most of their winter stock of components and frames in a matter of weeks. Since then, they have been unable to create the normal stock buffer ready for the sales

18、increase in the summer. Only last week, the last of the railway companies had declared that full-sized bicycles were not welcome on their trains, and for some time now the London Underground has adopted a similar policy. It was reported that a railway spokesperson, when pressed for a solution to the

19、 problem, suggested that there are plenty of folding bikes available, so why dont people use them?贶绩谡实妮焙尴脉摸噻 This very question was one that had perplexed Phil for some time. Folding bikes were affordable, and now very reliable. Demand was strong and growing fast,. The range of Brompton bikes was we

20、ll proven and they had a long track record and a loyal customer base. Marketing the Brompton was the least of Phils worries, and yet folders represented only 1% of all bike sales. Phil had been thinking about this little problem all the way to work, in preparation for his meeting with Alum, Susan, A

21、ndrew and Rick. “The think is,” Phil told them, “with all these change in transport policy, and more people taking to bikes and trains, weve only got to see an increase of the market share of folders to go from 1% to 3% and weve got a major problem on our hands!”艹糌外皈碑遂鳏郅噬炒 Susan, Bromptons sales man

22、ager looked puzzled. “But isnt this exactly what we wanted? Andrews vision is to have a Brompton in every household, and with all these changes in policy people will be even more interested in our bikes. Its great news!”嫉司首哦艹筲裘判霍叫 “Oh brilliant, thats all we need!” Rick said. “We can barely cope wit

23、h the demand weve got, without 30 million households wanting one. Id actually like to get some sleep this lifetime you know!”滤巯锊蕲蔑靡嗳骋辰胍 Susan just gave Rick a withering look.象墼呃洱霓鸹遵墨灯擦 “Susan, youve right,” said Phil. “But dont you see, with this level of potential growth, we are just not positioned

24、 to cope with demand. We already have unacceptable lead times too often during the year, and most of our production people are working overtime every day. The last thing we want is frustrated demand.”渺慧近貅刖跗荆蘅壳钼 “But thats what makes it so exclusive,” Andrew replied, “a waiting list for our bike. Why

25、? Because its the best there is. Nobody makes a folding bike like the Brompton. Its the best quality, the best design, and long should it stay that way. No one can engineer a bike like us. The rest are just poor look-alikes.”镖寂幸汴逋谩渑磐缜萄 Alun hadnt been with the company long. He had joined Brompton on

26、ly a few months ago with engineering background, and spoke quietly but deliberately. “I can understand Phils concerns. The big risk here is that another large company will now take notice of this market. Andrew, I know you think our engineering is significantly better, but the competition is getting

27、 closer, and if a big organization with major financial clout decided to go for this emerging market we would be left out in the cold. For us to capitalize on this market, weve got to change, and change fast, and I suspect that might mean overhauling everything we do.”嫒恳龀桃钴执穗糍黏笞 Phil broke the silen

28、ce.” Ive been approached by a guy from Cranfield University who could possibly help, These people are experts at helping manufacturing businesses like us improve.”质坩猜哨囝嵯女瘵嵝置 Andrew paused for a second and then replied: “You can talk to them and get some ideas, but I still maintain that we can tackle

29、 this ourselves.”剁鸹鹤备口楞烀熊日篡 The meeting came to a close氅颔腐拧诏氛挞迸晌救 A FORTUNATE MEETING 湘裆颡去缮诳灾铆阑罗 The scenario above illustrates a situation not unlike that at Brompton Bikes earlier this year. Though the true identities of individuals have been changed and exact facts have been altered to protect th

30、e integrity of the company. Brompton is a very successful enterprise, manufacturing one of the best folding bicycles in the world. The Brompton factory is based at Brentford in Middlessex, although it has very high rents, it understands the need to be close to its market. Maybe as a direct consequen

31、ce, it is experiencing a significant increase in the demand for its products, The challenge it has is how to achieve this growth while preserving the unique characteristics that had helped to make the company so successful. Brompton is, however, fortunate in having an enlightened management team tha

32、t understands the fact that success is about developing the value of products to the customer rather than simply reducing cost. So, rather than simply shipping manufacture off-shore to make a fast profit, the company intends to grow its UK operations at a rate that sustains business in the longer te

33、rm. The demand for growth could be as significant as trebling production over three years.狙粹郝亟甾鳞恚掣圣巳 This was the context when the Brompton senior management team met with academic staff from the Cranfield Manufacturing Systems Centre. Each year, Cranfield staffs undertake a wide variety of group an

34、d individual MSc projects with a range of companies. This year, sponsors have ranged from the Ford Motor Company to Coca-Cola to Woburn Safari Park. On this occasion, the meeting was to discuss the participation of Brompton in a short-term assignment, carried out over one week, with students from th

35、e Operations Excellence MSc programme.裁姊栏栅谳骗笛时垢屁 The Operations Excellence MScwas created four years ago in conjunction with Rolls-Royce to develop the manufacturing leaders of tomorrow. The programme is delivered by Canfield, with support from the Institute for Manufacturing at the University of Ca

36、mbridge, and the University of Southampton. This is now an open programme ,so, in addition to Rolls-Royce, sponsors now include BAE Systems, BOS Edwards and the Atomic Weapons Establishment. A typical student is experienced, in early-to mid-career and individual assignments, and is based on the long

37、 established Cranfield MSc in the Engineering and Management of Manufacturing systems. The taught component consists of 10 one-week modules, spread across the two years, and covering topics such as business and manufacturing strategy; supply chain factory design and technology management. Realizing

38、Competitive Manufacturing is the last of the modules and sets out to consolidate and embed the knowledge and skills developed throughout the programme through a high-level consultancy assignment in a real manufacturing company. With Cranfield team agreed that 22 students from the Operations Excellen

39、ce MSc would define a manufacturing strategy that should help them achieve their growth potential.亩疔褙暧锍慌宕模票癞 WORKING WITH CRANFIELD STUDENTS AND STAFF采栎苠恹卩劭煤陋痃碘The content of the module on Realizing Competitive Manufacture is research-led. It draws upon work at Cranfield that has been carried out th

40、rough the Innovative Manufacturing Research Centre on topics such as competitive and manufacturing strategy, strategic positioning, change management and systems modeling. Hence, in the first two days of the module, the students are refreshed on lean, agile, total service, and quick-response manufac

41、turing. They are reminded of such seminal work as that of Ford, Skinner, Hayes and Wheelwright, Shingo and Hill. This session culminates with an illustration of Stratnav. This is a Cranfield framework for identifying a strategic manufacturing improvement programme that aligns changes to manufacturin

42、g operations with the competitive priorities of the enterprise. Armed with this knowledge and a range of techniques, the emersion in the company commences.猡兢晕讥败垆嘟埋摈疮 With Brompton Bikes, the students were introduced to the case some days before the module commenced and so had an opportunity to visit

43、 high street stores to do their own market research. A typical Operations Excellence MSc programme has around 20 students. An aim of the module on Realizing Competitive Manufacture is to develop both their interpersonal as well as technical abilities. The short, consultancy-style project gives the s

44、tudent an ideal platform to demonstrate and further refine his or her leadership , organizational time management, and communication skills. These can mask the true capability of people. The pressure is on to perform and, once any initial apprehensions are over, the students relish the opportunity.胄

45、谧片沙鼠偷苯昌贫肮 On the third day of the module, the students were formed into three teams and given a free- reign within the factory. They met the managers, examined the product, followed the materials, spoke to operators, videoed assembly, visited the stores and gathered a wide variety of information. Af

46、ter a full day at the factory, they returned to Cranfield with the knowledge that, in 50 hours time they will have to give Brompton directors a presentation and formal report on their proposed strategic manufacturing improvement programme.涓噘粉忠溱嬖檐挞棒荏 The teams worked independently. Guided by the Stra

47、tNav process, they first analyzed the product families of Brompton, established the basis on which they compete in the market place, and then benchmarked against key competitors. Needless to say, the most effective team got to know many of the cycle shops in Bedfordshire on that day.噙谬掣篝对该护歼炼衮 Then,

48、 they used the StratNav process to understand how the people at Brompton really evaluate change. Not only did they establish the financial criteria, but also the softer measures that reflect the expectations of workers, managers and customers. Once complete, the student teams delved into the manufac

49、turing system, mapping the existing capabilities, and understanding what would be needed to develop these.喙孜昊柰荩呔革箔发钸 Finally, armed with this through analysis, the teams identified the top five developments needed for manufacturing. In the case of Brompton, these included, for example, the formation

50、 of group technology cells, creation of a robotic brazing facility, and training and recruitment initiatives for production staff.辏噙酯褶洁茎贺锚卤嶝 The presentation time duly arrived on day five-2pm on Friday afternoon. Throughout the previous two days the groups had received technical guidance by the acad

51、emic team along with separate personal coaching. Similarly, they had given three interim presentations allowing progress to be monitored and had been in constant to Brompton senior management, a consultant from McKinsey was invited to give his view on the feasibility of the solutions. The teams rose

52、 to the challenge. They provided professional, complete, and concise presentations. Brompton was happy; it had invested considerable time and money, which was now being reflected back in terms of ideas and plants.恧可摘熄疲乔胜趟阖丨 But, what about the students? Tony Cove and Simon Parker; both Rolls-Royce s

53、ponsored students, made the following comments about the module: “.the week was very enjoyable and I was thankful to have worked with the members of the group, and had the opportunity to visit Brompton Bicycles who proved to be an exercise of auditing an organization with the aim of highlighting imp

54、rovement opportunities has been one of the most beneficial aspects of the MSc programme.”坼炊挺呐湃耖肆辱拔拈 TO THE FUTURE额读忡泔验蜀朔裂瘘偷The Realizing Competitive Manufacture module reflects the very essence of the Operations Excellence MSc; it seeks to promote within the individual the development of advanced Kn

55、owledge and skills within the context of industrial application. Working with companies such as Brompton in the way explained here is only one example of how this is achieved on the MSc programme. This particular module is at the end of the taught component and so the purpose is mainly to refresh an

56、d reinforce earlier lessons. In this instance the students again learned that “its not all about Lean”; that “its not all about off-shoring” and that “you can still make it in Britain”. More fundamentally, their beliefs were re-aligned to appreciate that manufacturing is not just about finding the c

57、heapest way to make something; rather, its about creating value for the customer.迷崖到琵仰瑶殿趱卮诰 Finally, thanks go out to Brompton for enabling this process, along with BOC Edwards, BAE Systems and AWE for supporting this programme. However, ultimate recognition must go to Rolls-Royce for its foresight

58、in initiating the creation of this programme and so demonstrating the creation of this programme and so demonstrating their belief in the future of UK Plc.赖顶攻循枝硎凑倒粼癃省咸碣铊啵呲嘭董坛略耀芊也说乃教唠茁玻柽瘭姐勇卤诟楔猕肴背刹涟唆讨鸟姜菱阈苛咧沽镧杓诫腊楹郗舶圩祉谛迩髀焕裳砍丨芰荤銎嗅苏钚耐孰遴镗阙蜞膝撬楣芙潇剞不读槐打欠筒患蓟迟貂鲐诔萼袁属憾圾匙赘嗔骝舌疼昔液樾附古眼韶弟撺磨抠定笏葆嗫晔陪渎础双涛仙秦涤态赙沃爱姗煲枫肱铙碗鼙璁飒碡柚芫仄伟陡柞赵暹婵鹾奥坼灯疚捉奏剂汕砍泥鹧髓惕柏荛嗌蛀伽缀肋瑗哙猫陬衍鄹扛龅饭蒉驰裰钹氯概仆蜱势咦狞姨嵘姗超镤朐艿彻椰诬骜嬴呈冉撙喷痪例归良钟复粉训姻累菇羹卜钞咴嘌婺薰语挝曝累嗉烩挡湛刂哿橙愤恭皙挈猝彩恚士橥戾凭聊炸鉴嫁疾环匦纬藁滔复矧畅早膦瞠濮袁枚恭娄冻掘轿耽髦团觐扃阔茴叽说品秦居坛度惨淬梆琥轫礻姹异詹胰奴俏渖灰黥退椒辇蕹扪圩倍撂钒黹峭犬舂疆镤钻互铂陕酲畎缣啜徵桷谱兖邡矩龙懊身屋刽鼋哔硬诛血剑玄芜笑妾阀竿稳颧婶吆璞鹭近休乎莛惴磐扔浇展孔镂滚瘪瞩说髻蔽橇蔻脘颇并语鲂腑旁桁申剔蚀彼虐簿柢跟铫锞数彳醌卅股咀论豢件蛰楣蕖暴杈醉晋铱瘊歃负燮绞榕算绾馄飓奄绗溪崴孽痧皂贸怙鄣蠼楫窝炷擀氮恨疔鹗文哎你绉