Question

跪求英文简历翻译--100分

曾负责PCB（印制电路扳）行业最重要的几个部门：
1、2004--2007（3年）负责压合部门经营管理工作（主要体现于：品质/效率/成本/交期/6S/士气等6个方面，主要负责：系统或体制的建立/员工及干部训练/整合改善/绩效运营）；
所带领的压合部门2005--2007年度（连续3年）获得公司绩效评比(产出/品质/成本/工安/急件/6S/离职率)第一名,且公司提案改善制度评比中获年度第一名(培养的下属在该项制度评比中公司前10名占7人)，另个人负责的部门连续2年获得公司经营绩效第一（平均月利润净增长162%，年净利增长1452万；日平均产出净提升31.8%；单位成本降低13.1%;年综合绩效排名第一）
2007年第一、二季度被评为工安绩优单位，且个人被评选为公司工安绩优干事；

2、2008---2009年（2年）负责防焊部门经营管理工作；
2008--2009年带领防焊部门，将防焊报废由原1.35%降至0.97%，且课利润净增长90万/月，并实现防焊无法真正实施批量管制的难点；通过系统的完善、人员的激励、观念的强化等方式将防焊的综合绩效由倒数第二提升至2008年第二名、2009年第一名；并彻底改善了生产配合度差、急件达成率连续倒数、货龄上百笔、周转率差、重工率高等问题；

3、2010---现在（1年）负责电镀部门经营管理工作；
自2009年07月开始负责电镀部门的经营管理工作，并由原综合绩效评比成绩由后三名提升至目前连续两个月第三名；

4、从事1.5年IE工作（2002/07---2004/03），并参加IE内部教育训练，主要针对公司标准工时、产能制定、全厂LAYOUT、现场改善、成本控制等工作（运用程序研究/动作研究/时间研究等）；

5、2003年至今担任公司A级讲师，所授课程：品管手法（QC七大手法、QS-STORY等）、生产管理、公司文化、SPC、IE、6SIGMA、改善提案、领导统御、专案改善与选择、PCB流程、干部履行的职责、QCC手法运用、如何成为一名优秀的中高层管理干部、如何教导部署、管理重在细节等 ,并担任公司SPC一级讲师。

奖励：
2004--2009年间曾获21次嘉奖、小功1次
2004年获得公司管理干部训练第一名
培训状况：
建丰企管IE专业培训
建丰企管绩效管理培训
6sigma培训并担当6sigma专案主导

Answer 1

I was responsible for PCB (falling) printed circuit, the most important several departments:
1, 2004-2007 (3) pressure department responsible for operation and management (mainly reflects in: quality/efficiency/cost/shipment / 6S/six aspects such as morale, mainly responsible for: the system or system/staff and cadres training/integration; to improve/performance operation),
Led by the pressure of 2005-2007 (department) won three consecutive years of performance appraisal (output/quality/cost/worker/urgent / 6S/turnover rate, and the company name) first proposal to improve system oppraisal of first year (in the system of cultivating subordinate company of the top 10 of 7), the department responsible for other people get company 2 consecutive years operation performance on average net profit (162% growth in profit growth; the average output around 1452 million net 31.8% ascension; unit cost (13.1%); the comprehensive performance rank first),
First, in the second quarter of 2007 was rated grade worker individual units, and the optimal selection for the company is good for worker,

2, 2008-2009 (2) responsible for prevention and management work, department of welding
The 2008-2009, will prevent weld department led by former 1.35% prevent weld scrap, and class to 0.97% net profit growth 90 million per month, and achieve prevent weld cannot really difficult; the implementation of batch control Through the system of perfect and staff, strengthening the concept of integrated way will prevent welding performance by the penultimate ascension to 2008 second, 2009 first, The production and improve coordination degree, express delivery, a countdown for age, hundreds of pen, turnover rate higher problem; dhi

3, 2010 - now (1) plating department management work,
7 months start from 2009 plating department of management, and comprehensive performance appraisal achievement by the original by three to now after two consecutive months to third place,

In April, 2002, IE work (1.5-07 2004/2003), and attend/internal education training, IE mainly aimed at the company standard working hours, productivity, improve plant site LAYOUT, and cost control work (application research/action research/time study, etc.),

5, 2003, the company has A lecturer, classes: QC technique (QC seven gimmick, etc), the STORY - QS production management, company culture, SPC, IE, 6SIGMA improvement proposals, and leadership, project to improve and selection, PCB process performance of duties, the cadre QCC gimmick, how to use, to become an excellent senior management cadres, how to teach deploy, manage, and focuses on details. The company SPC level

Bonus:
2004-2009 years won 21 times awards, small gong 1 times
In 2004 the company management cadres training
Training:
Build abundance of corporate governance IE professional training
Jianfeng business performance management training
6sigma training and bear 6sigma project

Answer 2

要副费的 我找老外给校正