Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Look up keyword
Like this
2Activity
0 of .
Results for:
No results containing your search query
P. 1
Quality and Efficiency--Incompatible Elements in Translation Practice

Quality and Efficiency--Incompatible Elements in Translation Practice

Ratings:

5.0

(3)
|Views: 247 |Likes:
Published by lixiaoxiu

More info:

Published by: lixiaoxiu on Feb 19, 2009
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF or read online from Scribd
See more
See less

05/10/2014

 
Érudit 
est un consortium interuniversitaire sans but lucratif composé de l'Université de Montréal, l'Université Laval et l'Université du Québec àMontréal. Il a pour mission la promotion et la valorisation de la recherche.
Érudit 
offre des services d'édition numérique de documentsscientifiques depuis 1998.Pour communiquer avec les responsables d'Érudit :erudit@umontreal.ca
 
Article
 
"Quality and Efficiency: Incompatible Elements in Translation Practice?" Jeannette Ørsted
Meta 
, vol. 46, n° 2, 2001, p. 438-447. Pour citer cet article, utiliser l'adresse suivante :http://id.erudit.org/iderudit/003766ar 
Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politiqued'utilisation que vous pouvez consulter à l'URIhttp://www.erudit.org/documentation/eruditPolitiqueUtilisation.pdf 
Document téléchargé le19 juin 2008
 
438
 
Meta, XLVI, 2, 2001
Quality and Efficiency:Incompatible Elements in Translation Practice?
jeannette
ø
rsted
 Market Manager, Translation House of Scandinavia
R
É
SUM
É
Cet article cherche
à
d
é
crire les d
é
marches de l
’é
valuation de la qualit
é
dans un grandbureau de traduction d
envergure nationale. Fond
é
il y a plus de dix ans, ce bureau aconnu un taux de croissance en rapide augmentation au cours des cinq derni
è
res an-n
é
es. Il est possible d
imputer l
accroissement du chiffre d
affaires autant
à
une tr
è
ssolide fid
é
lit
é
de la client
è
le, due
à
une efficacit
é
et une relation de confiance hors pair,qu
’à
des normes de qualit
é
 
é
lev
é
es, bien d
é
finies et transparentes. L
esprit de l
entre-prise veut que les traducteurs puissent travailler dans un environnement o
ù
l
on offredes contrats
à
dur
é
e d
é
termin
é
e. Par cons
é
quent, le chiffre d
affaires accru a permis lerecrutement d
un grand nombre de traducteurs et de services de soutien pour le serviceinformatique. C
est pourquoi les proc
é
dures en
é
valuation de la qualit
é
ne sont plus laresponsabilit
é
d
une seule personne mais bien de toute l
entreprise. Ces proc
é
duresdoivent donc faire partie des routines quotidiennes et int
é
grer tous les aspects de l
en-treprise. Afin de bien comprendre la situation du march
é
actuel de la traduction, l
auteurbrosse un panorama du march
é
en s
appuyant sur l
’é
tude et sur l
information ASSIMportant sur la nouvelle
é
conomie. L
auteur pr
é
sente ensuite le cas de Translation Houseof Scandinavia avant de terminer par l
examen des syst
è
mes potentiels de contr
ô
le de laqualit
é
qui sont actuellement disponibles et utilis
é
s par l
industrie de la traduction.
ABSTRACT
The aim of this article is to describe the quality assessment procedures in a large, na-tional translation company. The company is more than ten years old, but the past fiveyears
growth rates have been rapidly increasing. The growth in turnover can be attrib-uted both to a high degree of customer loyalty based on a high level of efficiency andtrust, and on high, well-defined and transparent quality standards. The company isbased on the idea that translators should function in a working environment based onfull-term employment. Consequently the increase in turnover has involved recruiting alarge number of translators and support services in the IT-department. This is why qual-ity assessment procedures are no longer an individual responsibility, but have become acorporate issue. Quality procedures must therefore be part of the daily routines andinvolve all aspects of the business. To understand the conditions of the translation mar-ket today, the author provides an overview of the market based on the ASSIM-study andinformation on the new economy. After that she presents the case of Translation Houseof Scandinavia and finally she discusses some of the possible quality assurance systemsthat are available today and are used by the translation industry.
MOTS-CL
É
S/KEYWORDS
translation quality, translation assessment, translation market, translation industry, QA-systems
Meta, XLVI, 2, 2001
 
I. Introduction
It is an illusion that we can stall changes by refusing to implement them. When thishappens
in business, in research, in sports
competitors pass us in the fast laneand we are left behind. And change has come to the translation sector as well. Thetotal volume of translation is growing, new software tools for the sector are intro-duced all the time and new players in the market put pressure on the traditionalproviders. So change has come to the translation sector as well.
1.Language technology 2.Market changes3.The Web
These are today 
s key drivers for change in a sector consisting mainly of one-man-companies until a few years ago.We live, we work and we trade in a world where time and place as prerequisitesfor action have lost their importance. No matter where we are we can access the Weband be online.It is possible to chat via the Web or on the phone with China; we can participatein study programs and get all sorts of information
even new ideas for dinner at aclick.Companies and enterprises are connected via the Web and it is becoming in-creasingly important to have access to supplier-systems in order to control the supply chain. It is nice and easy to be online and have access to each other
s systems, but itall contributes to making daily life and working procedures increasingly complex. Inorder to deal with this complexity and ensure that all parties involved follow thesame procedures, best practice and quality assurance are becoming crucial elements.In the traditional one-man translation company or for the freelancer it is easy tohandle procedures and quality, provided that you can set them up, but in a company where tasks are shared and labour is distributed between any number of people it isvital to have rules dealing with the different aspects of the business. By necessity bureaucracy becomes a natural priority, but also slows down the process in a marketwhere customers are constantly pushing for tighter deadlines. Mainly because trans-lation remains an afterthought in too many organisations, even big ones! This leavesthe dilemma of efficiency versus quality and how to deal with it.Free-lancers often deliver very good quality, because they can use any amount of time required to reach the optimum (providing the number of hours in a day willlast). In a translation company with a large number of full-time employees for bothtranslation, administration and IT other rules apply and systems must be set up inorder to achieve a satisfactory result and still maintain an acceptable turnover of business.
II. The Translation Market
This article only deals with the market for industrial and commercial translations,but there is no doubt that the market for literary translation seems to be undergoingmassive changes due to mergers and acquisitions in the publishing business, wherelarge sums are at stake. This sector is also under pressure from web-products: print-on-demand, e-books etc.
quality and efficiency: incompatible elements in translation practice?
439

You're Reading a Free Preview

Download
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->