正如我们在前一个部分回顾的，通常在一个单层的时间表中，管理者问我们从业者在每个六周的迭代中可以提交多少成果。

As we reviewed in the previous section, normally in a single-tier schedule, managers ask our practitioners how many features they can deliver in each six-week iteration.

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在项目开始的时候设定与制造准备相关任务的计划时间表，提交给新产品导入领导人。

Setup schedule for all manufacturing preparation task and submit it to NPI project leader in time at project beginning.

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准备和提交项目相关文件，即，生产进度表，以证明符合客户的交货时间表的要求。

Preparation and submission of project related documents i. e. production schedules to demonstrate that clients delivery schedules are being achieved.

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