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I. READING COMPREHENSION
A. Read the article and answer the questions below. (2 ms)
All consumer problems solved

One of these days, I will summon up the courage to telephone my broadband service provider to find out why I am unable to read my office e-mail from home. I am not looking forward to it; my last call was answered by someone who clearly could not wait to get rid of me.
Why is everything so difficult? We can now buy a huge range of electronic products at ever-lower prices. We can read independent consumer reviews, compare prices online and have goods delivered to our door. And we can do all that in the certain knowledge that what arrives will not work.
At least I know I am not alone in these problems. James Womack and Daniel Jones in the March issue of the Harvard Business Review, ask: ‘Why does consumption – which should be easy and satisfying – require so much time and hassle?’
The answer to all these problems, they say, is lean consumption. Their idea is an extension of lean production, as first practised by Toyota, the Japanese car manufacturer. Toyota employees were encouraged to eliminate faults during the manufacturing process. Workers who saw faults occurring could stop the assembly line to ensure they were corrected. Toyota workers used the information from the shutdowns to solve the faults permanently, which meant that the assembly line had to be stopped less frequently as time went by.
Toyota also adopted a different attitude to suppliers. Instead of drawing up specifications for components, asking potential suppliers to bid and then selecting the cheapest, Toyota has developed deep relationships with suppliers. The company took the same attitude with dealers. Toyota’s close ties with retailers – and their links, in turn, with customers – have helped the company forecast demand.
Mr Womack and Mr Jones argue that the same principles can be applied to solve consumers’ problems today.
How would it work? Take helplines, for example. At present, they try to solve problems after they have occurred. They do not do it very well, either. Helpline workers are rewarded for their ‘efficiency’, in other words how many callers they deal with – which is why they are so eager to move on to the next one. Helplines should do more than help people with problems, the writers say. The helpline staffs should use the calls to identify common problems, which can then be solved – the equivalent of the stopping of the Toyota line.
Companies such as Toyota rely on a smaller number of suppliers than their competitors, using those that understand their needs best. ‘This same concept can be applied to the process of consumption,’ the writers say. ‘For example, why can’t a single provider solve your computation and communication problems by evaluating your specific needs and then determining the best equipment, software and services? The provider could then obtain, install, maintain, upgrade and replace the required items for a standard fee, with no unpaid work or hassle for you.’ The integrators they are advocating could improve the processes eliminate problems and lower the cost of consumption. Let us hope it happens soon.


1. The author doesn’t want to call his broadband service provider because …
A. it will take a long time.
B. he doesn’t expect them to be helpful.
C. it will be difficult to explain the problem.
D. he is afraid they will think he is stupid.
2. According to the author, the main problem facing consumers nowadays is …
A. there is too much choice.
B. it is difficult to make comparisons of different products.
C. delivery is often delayed.
D. products and services are often unreliable.
3. The author refers to an article in Harvard Business Review. Does this article …
A. support the author’s point of view?
B. contradict his point of view?
C. neither support nor contradict his point of view?
D. either support or contradict his point of view?
4. What is the meaning of hassle?
A. annoying problems
B. disagreement about a problem
C. thought
D. planning
5. How did Toyota deal with manufacturing faults?
A. Workers were told to criticise each other’s mistakes.
B. The assembly line was shut down more and more often.
C. Problems were identified and corrected during the production process.
D. Faults were dealt with after manufacturing.
6. Which sentence best describes Toyota’s relationship with its suppliers?
A. The supplier offering the lowest price is chosen.
B. Toyota is constantly looking for new suppliers.
C. The company uses