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一、請將下列兩段英文翻譯成中文 Part I (30 points) Researchers associated with the international motor vehicle industry first identified the “lean manufacturing” paradigm, which is a philosophy intended to significantly reduce cost and cycle time throughout the entire value chain while continuing to improve product performance. Airlines, like the automotive industry, strive for leanness, because being lean means being competitive by eliminating the non-value added practices. The implementation of complex lean initiatives is critical for quality improvement and survival. In order to compete in this new economy companies must have: (1) quality beyond the competition； (2) technology before the competition； and (3) costs below the competition (Gregory Watson, 1993). In other words, many companies must strive to be better, faster, and cheaper than their competitors. These are some of the characteristics of a “lean” enterprise. (Adopted from Less is More: The Concept of a “Lean” Airline by Dennis F.X. Mathaisel and Clare L. Comm.)

一、請將下列兩段英文翻譯成中文 Part II (30 points) Hubs are likely to be more successful if they have a large local traffic base, minimal existing competition, room for expansion, good weather and a spatial geography suited to aircraft schedules and to being a natural waypoint (Wheeler, 1989； Huston and Butler, 1991). Several types of hubs have developed. ‘Hourglass’ hubs (Doganis and Dennis, 1989) serve directional traffic, the waves alternating in direction. The East-West flows have particularly ‘peaky’ daily characteristics due to the time zone changes along the routes. ‘Gateway’ hubs (e.g. New York Kennedy or London Heathrow) also exhibit this ‘peaky’ characteristic as they link long haul with domestic traffic. The effective city pair markets are only approximately half the theoretical (n(n + 1)/2 in the case of these directional hubs. Alternatively, hubs can be more omnidirectional. These may be called ‘hinterland’ or ‘speciality’ hubs (Horner, 1989). In the latter, the airlines hubbing there will specialise in linking secondary cities to primary cities. In the former, regional feeder airlines will have close relationships with the trunk carriers, adding to the trunks’ own through traffic. (Adopted from European airline networks and their implications for airport planning by Robert E Caves)