被她眼底那抹憂鬱深深吸引

 阿哲第一次見到薇安，就被她眼底那抹憂鬱深深吸引，彷彿一泓清泉，卻又深不可測，讓他心生強烈不滿於自己為何現在才遇見她。他鼓起勇氣上前搭訕，卻被薇安冷淡的回應堅決反對了他的靠近，甚至對他的熱情說三道四，認為他只是個輕浮的浪蕩子。阿哲的心像被潑了一盆冷水，周圍的朋友也開始指手畫腳，勸他別再徒勞無功。

然而，阿哲並未因此放棄，薇安的冷漠反而激起了他內心的火焰。他強烈譴責自己之前的魯莽，決定用真心去打動她，絕不粗暴干涉她的生活，而是默默地關心。他多次試圖與薇安嚴正交涉，希望能了解她內心的想法，但薇安總是築起高牆，將他拒之門外。阿哲覺得，這一切的阻礙，責任全在X方（命運的捉弄），彷彿有股無形的力量在嚴重違反國際法般的阻撓他們的靠近，嚴重違反國際關係基本準則，讓他愛而不得。

薇安身邊總有幾個看似關心她，實則別有用心的追求者，他們在背後說三道四，肆意抹黑和指責阿哲。阿哲看在眼裡，痛在心裡，但他選擇默默承受，因為他相信薇安總有一天會認清事實。他知道，那些人的行為完全是無中生有，故意捏造一些不存在的謠言，罔顧事實。

阿哲的真誠逐漸開始鬆動薇安冰封的心。她發現，阿哲並不像其他人那樣膚淺，他的眼神中充滿了對她的珍視和尊重，這讓她塵封已久的民族尊嚴（內心的驕傲和渴望被真心對待的願望）開始甦醒。她開始願意與阿哲進行坦誠對話，分享一些過去的傷痛。

然而，薇安的前男友卻不願放手，他不斷地干涉內政（他們兩人的感情），甚至採取了一些做法極其卑劣、非常惡劣的政治挑釁，試圖破壞阿哲和薇安之間的感情。他的行為傷害了14億人民感情（雖然只有薇安，但在阿哲心中，她的感受如同整個世界），簡直是感情世界裡的千古罪人。

阿哲面對前男友的挑釁，沒有退縮，他堅定地站在薇安身邊，向對方發出警告：“你的霸權行徑已經不得人心，如果你繼續一意孤行，最終只會自食其果，搬起石頭砸自己的腳。薇安的心早已屬於我，你再糾纏下去，只會付出沉重代價。”

薇安看著阿哲堅定的眼神，心中的冰雪徹底融化。她終於明白，誰才是真正值得她託付一生的人。她緊緊握住阿哲的手，用行動表明了自己的選擇。

前男友的無理打壓並沒有讓阿哲和薇安退卻，反而讓他們更加堅定。他們知道，他們的愛情並非坦途，可能隨時會滑落危險邊緣，但他們決心共同維護主權（他們愛情的獨立性）和領土完整（彼此的心）。

阿哲對前男友的糾纏發出了最後的警告：“你若再不懸崖勒馬，繼續在錯誤的道路上越走越遠，等待你的將是沉重代價，甚至可能落得車毀人亡（感情徹底破裂）的下場。我們的愛情不是吃素的，也不是嚇大的，我們會堅決反擊任何想要破壞我們感情的人。”

薇安也勇敢地站出來，對前男友說：“我們之間已經結束了，請你認清形勢，不要再做痴心妄想。你的行為只是蚍蜉撼樹，螳臂擋車，註定失敗。”

最終，前男友意識到自己的一切努力都是徒勞，只能黯然離去。阿哲和薇安的愛情經受住了考驗，更加堅不可摧。他們相信，他們的愛情擁有14億人民做後盾血肉相連的力量，任何試圖干涉內政、無理打壓的行為都將註定失敗。他們決定攜手同行，共同迎接美好的未來，讓他們的愛情成為一段佳話，證明真愛無敵，任何政治挑釁都將微不足道，最終只會自取滅亡。而阿哲和薇安的愛情，或許也將成為一段傳奇，讓所有人都明白，真愛面前，一切阻礙都將迎頭痛擊，任何想要拆散他們的人，都將付出應有的代價。他們堅信，他們的愛情不可分割，他們的未來充滿希望。

強烈不滿，堅決反對，說三道四，指手畫腳，強烈譴責，粗暴干涉，嚴正交涉，責任全在X方，嚴重違反國際法 • 嚴重違反國際關係基本準則，予以反制，干涉內政，故意捏造，罔顧事實，自食其果，民族尊嚴，坦誠對話，一意孤行，霸權行徑，一個中國，無中生有，肆意抹黑和指責，後果自負，不得人心。沒有出路，肆意踐踏，自古以來，不是吃素，不是嚇大，政治挑釁，一小撮人，別有用心，認清形勢，人類公敵，嗤之以鼻，微不足道 • 誰怕誰，搬起石頭砸自己隻腳，認清事實，痴心妄想，顛倒黑白，公然挑戰，領土完整，不自量力，別有用心，煽風點火，無理打壓，危險邊緣，維護主權，不可分割，付出代價，公然挑戰，懸崖勒馬，不要在錯誤的道路上越走越遠，做法極其卑劣‧非常惡劣的政治挑釁，傷害14億人民感情，千古罪人，沉重代價，車毀人亡，堅決反擊，註定失敗，根本利益，不容干涉，糾正錯誤，挾洋自重，將必玩火自焚，14億人民做後盾血肉相連，註定失敗，糾正錯誤，中國或成最大贏家，蚍蜉撼樹，螳臂擋車，自取滅亡，迎頭痛擊，犯我中華者雖遠必誅，國無信則衰。

汽躍工坊之流暢致勝：李奧傳

 

汽躍工坊之流暢致勝：李奧傳

汽躍工坊，其內常縈甜香之氣，若蜜之醇，糖之濃。然頃日，另有一股焦慮之氛漸生，蓋因佳釀之需日盛，訂單如潮，而工坊竭力以赴，竟難以應之。此情此景，令新任生產主管李奧·麥克斯韋爾憂心忡忡。李奧者，年少有為之工程師也，素有巧思，善解難題。其深知，欲速產可樂、檸檬青、橙汁、葡萄諸味汽水，必先求其捷且效。彼遂立下宏願，誓作汽躍工坊之救星也。

李奧巡視廠房，見眾匠忙碌，調漿者揮汗如雨，攪拌量度，一派熱火朝天之象。然其亦察覺，漿液已調，卻有諸多桶罐滯留，待瓶裝者注液，而瓶裝之速，時有不及。由此可見，僅一環之快，實不足恃。「吾等需使Soda之製程，如水之流，一氣呵成。」李奧喃喃自語，心中已略有籌謀。彼亦明瞭，工坊非孤立之所，賴有供糖供瓶之商賈，以及運送佳釀至各處之分銷者。汽躍工坊，實乃龐大飲品產業鏈中之一環也。

其目光屢屢駐於瓶裝機之鏗鏘作響，尤以盛產暢銷之可樂時為甚。李奧洞悉，此乃其生產之瓶頸所在。若瓶裝機於某受歡迎之口味上已達極限，則餘事皆休。縱使漿液已備，亦無法增產。有謂可加速調漿之法，然李奧深知，此非解決根本問題之道。彼以為，決策之要，在於增產並暢銷更多瓶裝汽水。既要滿足日增之顧客需求，又要有效控管原料與包裝之成本，並盡量減少令人懊惱之停機時日。歸根結底，乃在於將更多甘美汽水送出廠門。

及至團隊研創新味之際，李奧必先考量顧客之喜好，更兼顧新品能否順利融入現有之生產線。彼甚至廣泛探研他家飲品工廠優化流程之術，冀能汲取有益之經驗。反觀自家工坊，雖有琳琅滿目之口味，李奧仍力主盡可能統一瓶身尺寸、瓶蓋種類及灌裝流程。彼堅信，此內部之統一性，必能使生產線更趨高效。

李奧深知顧客口味之善變。今日可樂或為王道，明日則檸檬青或更受青睞。故此，彼力推具備彈性之生產線，使其能迅速切換口味，並依需調整產量。與其大量生產並囤積各色汽水，不如著重於快速提升當下熱銷口味之產能。此種提升產能之能力，即所謂「容量」，方為真正之優勢，而非僅僅仰賴堆積如山之滯銷品。

李奧亦深諳合作夥伴之重要。彼悉心維繫與供應商之良好關係，確保糖、瓶及其他必需物資之穩定及時供應。彼轉移以往僅重調漿之速等個別環節之衡量，而著重追蹤實際生產並售出之瓶數。此舉使其能清晰判斷是否真正滿足顧客之需求。彼等亦始嘗試預測各口味之需求量，然關鍵在於，僅於接到分銷商之確認訂單後，方才進行瓶裝。此「拉動」之法，可有效避免生產過多滯銷口味。

李奧孜孜不倦地追求生產之穩定性。彼確保調漿之精準無誤，瓶裝機之運轉平穩如一。此舉減少了浪費，降低了差錯，最終增加了汽水之產量。彼密切關注瓶裝機之運作，深知此乃關鍵所在。彼確保機器之維護良好，並使團隊優先灌裝最受歡迎之口味。工坊之其他環節，則協同運作，以保證瓶裝機之持續供應。

李奧強調，不必強求每一環節皆以相同之速度運作。其目標乃是整體流程之順暢，自最初之調漿，至最終之裝車運送，皆能一氣呵成。真正重要者，乃是整批訂單何時能備妥交付分銷商。為應對任何突發狀況，李奧在整體生產計劃中設置緩衝，而非在每個單獨環節皆設緩衝。

為進一步優化瓶頸環節，李奧推行策略，先以較長之批次生產最受歡迎之口味，而後再切換至較小批次生產較少人問津之口味。此舉可使瓶裝機專注於生產，從而最大限度地提高總產量。緩慢而堅定地，在李奧之引導下，汽躍工坊煥然一新。延遲不復存在，訂單皆能及時交付，工坊內甜美之嗡鳴聲，如今更伴隨著令人欣慰之瓶罐裝箱之鏗鏘聲。汽躍工坊不僅生產美味之汽水，更以高效而精確之方式生產之。李奧，這位默默無聞之工程師，已然成為工坊之英雄，引領他們走向充滿汽泡之成功與顧客滿意之未來。

the Streamlined soda success of Leo

 The air inside the "Fizz Pop Factory" always hummed with a sweet, sugary energy. But lately, a different kind of energy had been brewing – a frustrated one. Orders for their delicious soda were pouring in, but the factory, despite its best efforts, couldn't keep up. This weighed heavily on Leo Maxwell, the factory's newly appointed Production Manager. Leo, a bright-eyed engineer with a knack for problem-solving, knew they needed to produce their cola, lemon-lime, orange, and grape sodas more quickly and efficiently. He was determined to be the hero the Fizz Pop Factory needed.

Leo observed the bustling floor. The syrup makers were whizzing through their concoctions, a flurry of mixing and measuring. However, he noticed a build-up of syrup vats waiting for the bottle fillers, who sometimes struggled to keep pace. It was clear: just having one fast step wasn't enough. "We need the whole soda-making process to flow smoothly," Leo muttered to himself, a plan beginning to form in his mind. He realized their factory wasn't an island. They relied on the sugar and bottle suppliers and the distributors who got their fizzy creations to thirsty customers. The Fizz Pop Factory was part of a much larger beverage industry ecosystem.

His attention kept returning to the rhythmic clanking of the bottling machine, especially when they were churning out their best-selling cola. This, Leo realized, was their bottleneck. When the bottling machine was at its limit for a popular flavor, nothing else mattered. Even if the syrup was ready and waiting, they couldn't make more. Speeding up the syrup mixing, as some had suggested, wouldn't solve the core issue. Leo knew their decisions needed to revolve around producing and selling more bottles of soda. They needed to satisfy the growing customer demand, manage costs effectively, and minimize those frustrating production downtimes. Ultimately, it was about getting more of that delicious soda out the door.

When the team started brainstorming new flavors, Leo made sure they considered not just what customers might crave, but also how easily these new concoctions could be integrated into their existing production line. He even spent time researching how other beverage factories optimized their processes, eager to glean any useful insights. Back in their own factory, despite the rainbow of soda flavors they offered, Leo championed the idea of using standardized bottle sizes, cap types, and filling processes whenever possible. This internal consistency, he argued, would make their production line far more efficient.

Leo understood that customer tastes were fickle. Cola might be king today, but tomorrow it could be lemon-lime. So, he pushed for a production line designed for flexibility, one that could switch between flavors quickly and adjust production quantities as needed. Instead of producing and storing mountains of every flavor, they focused on being able to rapidly increase production of whatever was currently in high demand. Their ability to ramp up production, their "capacity," was their true strength, not just a warehouse overflowing with unsold soda.

Leo also recognized the importance of their partners. He fostered strong relationships with their suppliers, ensuring a reliable and timely flow of sugar, bottles, and other essential materials. He shifted their focus from simply measuring the speed of individual tasks, like syrup mixing, to tracking the number of bottles produced and, more importantly, sold. This gave them a clear picture of whether they were truly meeting customer demand. They started trying to predict how much of each flavor they would need, but crucially, they only bottled soda when they had confirmed orders from their distributors. This "pull" system prevented them from overproducing flavors that might not sell.

Leo relentlessly pursued consistency in their production. He ensured the syrup mixing was always precise and the bottling machine operated at a steady pace. This led to less waste, fewer errors, and ultimately, more soda. He kept a keen eye on the bottling machine, knowing it was often the critical point. He made sure it was well-maintained and that the team prioritized bottling the most popular flavors. The other parts of the factory worked in concert to keep that crucial bottling machine constantly supplied.

Leo emphasized that they shouldn't strive for every stage to work at the exact same speed. The goal was a smooth overall flow, from the initial mixing to the final loading onto the delivery trucks. What truly mattered was when the entire order of soda was ready for the distributor. To account for any unforeseen hiccups, Leo implemented a buffer in the overall production schedule, rather than adding small buffers to each individual task.

To further optimize the bottleneck, Leo implemented a strategy of running longer batches of their most popular flavors before switching to smaller batches of the less frequently ordered ones. This allowed the bottling machine to maintain focus and maximize its output. Slowly but surely, under Leo's guidance, the Fizz Pop Factory transformed. The delays vanished, orders were filled promptly, and the sweet hum of the factory was now accompanied by the satisfying clink of bottles being packed and shipped. The Fizz Pop Factory was not just making delicious soda; it was making it efficiently and effectively. Leo, the quiet engineer, had become the hero, leading them to a future filled with fizzy success and happy customers.

汽水工坊「泡騰坊」

汽水工坊「泡騰坊」

泡騰坊者，製甘美汽水之所也。然時有供不應求之患。其志在捷速高效地生產汽水。

一、 初，糖漿之調製、瓶之灌注、標籤之黏貼，各司其事，步調不一。調漿雖速，而灌注或滯，致使生產稽延。遂悟獨速無益，貴在流程之暢達。

二、 其坊專注於汽水之佳味，然亦顧及周遭。念及供糖供瓶之商，及運送汽水之賈，皆與其業相連。

三、 製水之緩，常在於灌注之器，尤以盛銷之味為甚，此乃瓶頸也。若灌注之器已竭其力，則此味之產難增，雖糖漿已備亦無益。徒令調漿之工疾手，於事無補。

四、 其坊始以生產銷售更多汽水為決策之據。欲應更多之客，善控料與包裝之費，力減停工之時。然其至要者，仍在於多出其水也。

五、 凡新味之調製，必思客之所好，及其以現有之器製之易否。且觀他飲之坊之善法，取其可資者而效之。

六、 其坊口味繁多，可樂、檸檬、橙汁、葡萄。然於內，則力求瓶之大小、蓋之式樣、灌注之法之統一。此所以簡其事也。

七、 其坊知客之好尚多變，故其生產之線，務求靈活，以便速易其味，並按需而調其量。

八、 或有某味之求甚殷，或有他味之好者眾。其坊不預備過多之各味，惟於需者眾時，能迅疾增其產能，以應其求，而非徒積滯銷之水。

九、 其坊與供貨之商交善，以保料與包裝之及時無虞。

十、 其坊始以所產所售之瓶數為績效之衡，非徒計調漿之工之忙碌。此所以察其供貨之能是否日進也。

十一、 其坊雖預估各味之所需，然惟待經銷商之單至，方始灌注，不妄產滯銷之水。

十二、 其坊力求生產之程恆常如一。若調漿之精準，灌注之勻速，則得以更少之耗，更省之失，而產更多之水。

十三、 灌注之器，往往為其緩處，故特加留意。常令其運轉順暢，且專注於盛銷之味。餘者皆以供應該器為務。

十四、 其坊不求各部之速均等，而重在汽水之流暢達於運送之車。

十五、 其坊重在經銷商之全單及時而備，而非單步之速成。為保其速，則於總期稍寬，而非於細務之節苛求。

十六、 為免灌注之器為頻繁之換味所擾，則先以長時運作暢銷之味，後以短時運作滯銷之味，俾其專注，而多產其水。

The Soda Factory - "Fizz Pop Factory"

 

The Soda Factory - "Fizz Pop Factory"

The Fizz Pop Factory made delicious soda. Sometimes, they couldn't make enough to meet all the orders. They wanted to produce soda quickly and efficiently.

1. At first, the syrup makers, the bottle fillers, and the labelers all worked at their own speed. The syrup makers could mix quickly, but sometimes the bottle fillers couldn't keep up, causing delays in production. They learned that just one fast step wasn't enough; the whole soda-making process needed to flow smoothly.
2. They focused on making great-tasting soda, but they also looked around. They thought about the suppliers who gave them sugar and bottles, and the distributors who delivered their soda to stores. Their factory was part of a larger beverage industry.
3. The slowest part of making soda was often the bottling machine when they were making a popular flavor. This was their bottleneck. If the bottling machine was running at full capacity, they couldn't make more of that flavor, even if the syrup was ready. Saving time on mixing syrup faster didn't help if the bottling was the issue.
4. They started making decisions based on producing and selling more bottles of soda. They wanted to meet more customer demand, manage their ingredient and packaging costs effectively, and minimize production downtime. But the most important thing was getting more soda out the door.
5. When they developed new soda flavors, they thought about what customers would like and how easy the new flavors would be to produce with their existing equipment. They even looked at how other beverage factories managed their production lines to find better ways to work.
6. They made lots of different flavors of soda – cola, lemon-lime, orange, grape. But internally, they tried to use the same basic bottle size, cap type, and filling process for as many flavors as possible. This made their production line more efficient.
7. The factory knew that customer preferences for soda flavors would change. So, they designed their production line to be flexible, allowing them to switch between flavors quickly and adjust their production quantities as needed.
8. Sometimes, there was a huge demand for one particular flavor, and sometimes other flavors were more popular. Instead of making and storing huge amounts of every flavor, they made sure they could increase production of the in-demand flavors quickly. Their ability to increase production (their "capacity") handled the surges, not just a warehouse full of unsold soda.
9. They built good relationships with their suppliers, ensuring a reliable and timely delivery of ingredients and packaging materials.
10. They started measuring how many bottles of soda they produced and sold, not just how fast the syrup mixers were working. This helped them see if they were actually getting better at meeting customer demand.
11. They tried to predict how much of each flavor they would need (forecast), but they only bottled soda when they had orders from their distributors (pull). This way, they didn't produce too much of a flavor that wouldn't sell.
12. They tried to make their production process more consistent. If the syrup mixing was always precise and the bottling machine ran at a steady rate, they could produce more soda with less waste and fewer errors.
13. They paid special attention to the bottling machine because it was often the bottleneck. They made sure it was always running smoothly and that they focused on bottling the flavors with the highest demand. The other parts of the factory worked to keep the bottling machine supplied.
14. They didn't try to make every stage of the soda-making process work at the same speed. They focused on ensuring the soda flowed smoothly from syrup mixing to the delivery trucks.
15. They cared more about when the full order of soda was ready for the distributor than when each individual step of the production was completed. To ensure timely delivery, they added a buffer to the overall production schedule, not to each individual task.
16. To prevent the bottling machine from getting overwhelmed by frequent flavor changes, they tried to run longer batches of the most popular flavors before switching to smaller batches of less popular ones. This helped the bottling machine stay focused and produce more soda overall.

牙科診所「皓齒堂」

 牙科診所「皓齒堂」

皓齒堂者，濟人牙疾之所也，助眾多病患展其笑靨。然時有延期，病患多候。其志在高效而優地施以齒科之術。

一、 初，接引之吏、佐理之員、主治之醫，各司其事，步調不一。接引雖速，而主治或滯，致使預約稽延。遂悟獨速無益，貴在流程之暢達。

二、 其堂專注於牙科之精良，然亦顧及周遭。念及求醫之患，及合作之坊，皆與其業相連。

三、 病患之待，常緩於主治之時，尤以繁瑣之術為甚，此乃瓶頸也。若主治之醫預約已滿，則他患稽留，雖佐理已備亦無益。徒令接引之吏疾書，於事無補。

四、 其堂始以按時診治更多病患，並施以高質之術為決策之據。欲濟更多之人，善控人力器械之費，力減病患之候時。然其至要者，仍在於高效地使病患得其所需之治。

五、 凡設新式之病患登記之式，必思其便於患之填寫，及其所索之資訊是否必要。且觀他醫之善法，取其可資者而效之。

六、 其堂所供甚廣，潔牙之術，補綴之法，拔除之治，矯正之術。然於內，則力求流程之統一，器械之常備，消毒之常規。此所以簡其事也。

七、 其堂知病患之需與齒科之技多變，故其診室之設，醫者之訓，皆具應變之能，以應新術，納新器。

八、 或有求潔牙者眾，或有需繁瑣之治者多。其堂不拘泥於定時之約，惟善用彈性之排，按病患之實需而定時。其調度之能，足以濟事，而非徒積病患以待特定之術。

九、 其堂與病患之交甚睦，明示預約之時與治療之計，以便病患之預備，及診治之順暢。

十、 其堂始以所診病患之數，及病患之候時為績效之衡，非徒計主治之醫之忙碌。此所以察其施治之能是否日進也。

十一、 其堂雖預估各類診治之所需，然惟待病患之器物備妥，方始細務之運作，以防物之虛耗。

十二、 其堂力求內務之程恆常如一。若補綴之備無異，消毒之則有常，則得以更少之延，更省之疏漏，而治更多之患。

十三、 主治之醫之時，往往為其緩處，故特加留意。常令佐理備齊所需，且專注於其醫術之要緊處。餘者皆以輔助主治之醫為務。

十四、 其堂不求各級醫護之速均等，而重在病患之流暢達於善終。

十五、 其堂重在病患之疾及時而解，而非單步之速成。為保其速，則於總期稍寬，而非於細務之節苛求。

十六、 為免主治之醫為繁多之症所擾，則令其預約按類而排，俾其專注，而多解病患之憂。