团队精神的英语演讲稿范文【通用5篇】
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团队精神的英语演讲稿【第一篇】
Boeing is a big company - the largest aerospace company in the world, with more than 155,000 employees and $50 billion in annual revenues - but our place in the great scheme of things is really quite modest. Just about 70% of the value added in most of the products that bear the Boeing name was put there by suppliers, not by our employees, and that is up from about 60% a decade ago. To put that another way, the Boeing Company will never be any better than the network of suppliers that feed and support the company from 50 states and more than 90 countries around the world.
Not too long after I joined Boeing in 1997 (following the merger of McDonnell Douglas into Boeing), I described the company as "arrogant." Just as I expected, that shocked a lot of people inside Boeing. But I did so with a purpose in mind. First, I wanted to draw attention to the idea that we needed to do a better job of listening to the customer - and listening to others ( our suppliers and partners) in the best position to help us do a better job. It's amazing how much you're able to learn when you aren't doing all of the talking. And second, I wanted to remind people that we were in a business, and in a business - regardless of what the name on the building may be - you don't assume that anybody owes you a living, and you don't look at the world through rose-colored glasses - seeing things not as they are but as you wish them to be.
团队精神的英语演讲稿【第二篇】
Dear leaders colleagues:
Good afternoon ladies and gentlemen.
I is the production of is a great pleasure to speak here as a representative of the team. As a member of the team I know this is a heavy honor but also to our motivation and stimulation. Through the honor we see the recognition of our company at the same time also saw the company of our hope for our great trust in this case we would like to thank the company give us the honor and incentive thank each department for our support and cooperation as we know the honor is only we a successful performance is the way that we advance a goblin it witnessed the growth and progress of our department.
To recall the past we had a hard had a laugh and in this year our department has always been to improve product quality as the first to let the employees and encourage employees to earnestly study and implement the company's spirit of the meeting. Because through continuous efforts just have this kind of acceptance and recognition is the honorary tixtle of "outstanding team" the honor is the common effort of our staff but also the pride of our production every employee. The award is our department's collective idea also build more good work stxyle. But the results represent the past it is our ladder rather than a stumbling block and we should be standing on level 1 level 1 to climb up it.
Through this honor let's see although we are serious efforts made a good performance in various aspects but there are many of the deficiencies. One is in the workshop production safety is a learning and strengthening but the depth and breadth; Second the workshop work positioning no let employees to further improve their work ability; Three is not bold enough in work always change work in continuous learning method and can't go in the innovative practice to promote. Therefore in order to let the honor forever let employees work harder go forward to make the following points as the aim of future work.
A serious study improve the work efficiency
We will earnestly study and implement the company spirit of the meeting keep in mind the company to do the first brand of edible fungi industry chain of China's vision actively mobilize the staff's subjective initiative improve work efficiency.
Second improve the ability to work completes the work of the department
We want according to the characteristics of the production of each working procedure find time to learn the knowledge training their skills and improve their professional level in the practical work combine theoretical knowledge and experience to make all staff of the department.
Third positive enterprising department is same
We should conscientiously do a good job in the department of trying to complete the company issued all tasks at the same time to assist the ministries needed assistance we should try to be with each department communication up and down to unite.
"There is no perfect individual only perfect team" only good collective just can have excellent individuals only the continuous improvement of individual collective great progress. Perhaps we are not good enough but we work hard toward a good chap although we are ordinary but we walk every step steadfastly attentively treasure every single day.
In a colleagues as long as we take collective as to create your own home to pay will have the happiness of harvest honor and self-gratification. Here I am proud of the collective the collective was proud of me! Let's not high not leadership concern not all colleagues to cooperate and support work together create a bao jie more beautiful tomorrow together!
团队精神的英语演讲稿【第三篇】
In business as in combat, trust is the great enabler in making the most of scarce resources. Many companies, for instance, have succeeded in increasing or speeding production while going from Just-in-Case to Just-in-Time levels of inventory. Just-in-Case is a function of a lack of trust; Just-in-Time is a function of trust. Just-in-Case says "I don't trust my guys to do what they say they are going to do"; Just-in-Time says, "I know I can count on my suppliers."
As it happens, the number of men and women who work for Boeing, either directly as employees or indirectly as part of supplier companies engaged in carrying out work for Boeing, is considerably larger than the force under General Franks' command. All told, we are probably about 500,000-strong - a Desert Storm-sized force. As big as we are, to move fast and to execute with a high degree of precision, we, too, must have total confidence in the promises that we make to each other. That's the first prerequisite.
I also believe it is both possible and necessary - in the competitive arena that we occupy - to combine a hard-nosed sense of attending to the practicalities of survival . . . with a genuine concern for the health and well-being of partners and co-workers. In an increasingly interdependent world, selfishness is not a viable option; to be too selfish is, ironically, to dig your own grave.
团队精神的英语演讲稿【第四篇】
The Power of Trust"
Good morning. A Boeing supplier conference is, among other things, a great melting pot event, with people from across the country and around the world. Greetings to all of you and thanks for coming. Now I'm going to see if I can stir up the pot a little bit.
Over the past two days, you have heard more than a few words over and over again over the past two days. They include: speed . . . execution . . . reliability . . . affordability . . . integrity . . . and teamwork. Each of those words represents a hugely important concept. They are all different. But there is one word that ties them all together. With it, you can increase speed, reduce cost, count on the reliability and integrity of other parties, and work together as a team in achieving flawless execution. Without it, your organization or enterprise will always be working at cross-purposes.
团队精神的英语演讲稿【第五篇】
As this quote suggests, the most important component of trust is a strong belief - a hanging-over-the-precipice belief - in the complete integrity of another party or thing, whether it is the integrity of piece of rope or the integrity of the string of promises that we make to one another. On a continuing basis, trust is impossible without integrity. It can only exist in the presence of highest standards of conduct.
Let me cite a shining example of the power of trust involving one of our principal customers.
In leading Operation Iraqi Freedom, General Tommy Franks defied an old military axiom that says that an attacking force should have a 3-to-1 numerical advantage over an entrenched defender. He attacked with a smaller force. Unlike Operation Desert Storm 12 years earlier, Operation Iraqi Freedom did not begin with a massive aerial bombardment. And it did not stop at the Euphrates River. With fewer than half the troops and less than half the armor and artillery, the troops under General Franks' command drove all the way to Baghdad and beyond in just three weeks.