本贴来自国际先驱论坛报，请有时间的朋友帮忙翻译一好啊
KARIYA, Japan — As Toyota’s president Akio Toyoda faces American lawmakers on Wednesday, his company will be facing something else here in Japan’s auto manufacturing heartland: an unprecedented level of opprobrium.
Come what may, Toyota used to be able to count on a reflexive loyalty in this small city, where the rows of smoke stacks and metal-roofed factories rise like something out of Dickens. But after years of feeling the sting of Toyota’s cost-cutting, some of the workers and suppliers that used to be the company’s biggest cheerleaders are instead experiencing a sense of grim pleasure over the company’s woes.
The change is rooted in the changing behavior of Japanese corporations. Communities like Kariya that once enjoyed a near familial relationship with Toyota, have been feeling forsaken for years as this country’s social contract has changed.
While employment is still for life for Toyota’s full-time workers, some complain that the company is now miserly with wage increases. Over time it has steadily reduced the ranks of its short-term contractors and pressured its suppliers to decrease prices.
For decades, thousands of tiny auto parts companies like Sankyo Seiko were Toyota’s loyal legions, and toiled in relative obscurity to supply the behemoth. But the auto giant’s demands in recent years for ever lower prices have driven many of these companies out of business.
After successive price cuts, Toyota now pays them about 30 percent less for the same part than it did a decade ago, despite the higher cost of raw materials like steel, many companies say.
“Toyota just squeezes us, like it’s trying to wring water from a dry towel,” said Masayuki Nishioka, 49, whose factory in Kariya makes the rubber seals for Toyota’s car windows.
Last month something snapped for Sankyo’s owner, Teruo Moewaki. He appeared on local television to do the unthinkable: criticize Toyota, announcing that he would no longer accept orders from the automaker or its affiliates.
“I said on TV what they all want to say, but are afraid to,” said Mr. Moewaki, 60, standing in the dark one-room workshop where he and his three employees operate gritty machines. “Toyota said we were all one big family. But now they are betraying us.”
The outburst turned Mr. Moewaki into an instant local celebrity. But he is not the only one speaking out.
To hear many here tell it, in good times Toyota failed to increase wages for employees and forced painful price cuts on parts suppliers even as it earned record profits. Since the global downturn, these critics say, Toyota has released thousands of contract workers and squeezed parts makers even further.
While this may seem like normal, even prudent, management, many in Japan see it as an act of betrayal. In fact, Toyota has become a symbol here of how corporate Japan has begun to violate the nation’s unspoken postwar social contract, in which big paternalistic companies share the wealth with employees and business partners in good times and help them weather the bad.
“Toyota is attacked so much because it has become the face of corporate Japan,” said Hisao Inoue, the author of two books on Toyota. “All Japan’s social problems, economic problems, political problems all seem to pile up on Toyota.”
Mr. Inoue said the criticism can be unfair, and is part of a broader reaction here against globalization and the embrace of American-** competition under former Prime Minister Junichiro Koizumi. Still, some dozen books have been published in the last five years, with titles like “The Dark Side of Toyota” and “The Toyota You Don’t Know.”
Even through the early 1990s economic collapse, as big companies squeezed costs or shifted production overseas to compete with lower-price rivals from South Korea and China, this manufacturing belt around the central city of Nagoya, an area known as the Detroit of Japan, seemed immune. Toyota continued to grow even as Japan stumbled in other industries, like consumer electronics.
Now there is a palpable sense of alarm in the air. Cities like Kariya appear to be turning into a new rust belt of abandoned industrial neighborhoods, with economists estimating the number of small manufacturers in this part of Japan has dropped by half in the last two decades to about 180,000. Unemployment has also taken off in Aichi prefecture, where Nagoya is located, doubling to 4.5 percent last year from the year before.
One of the newly jobless is Osamu Miura, who worked for two years monitoring quality control at a sprawling plant making Prius hybrids in nearby Toyota City, where the automaker is based. Two months ago, the company said it would not renew his contract, making him one of thousands in that category after the global financial crisis began.
Mr. Miura has refused to go quietly. Every day, he has donned his immaculate company uniform and Toyota cap to report for work at the factory gate, where he is invariably turned away. On a recent rainy afternoon, a half-dozen current and former Toyota employees, members of a small labor union, joined him in front of the gate to hand out fliers to passing workers.
“Toyota is going in the wrong direction, and so is Japan,” said Mr. Miura, 40, who taped a blue placard to his chest that said, “Let me work!”
“Standing up against Toyota is still a taboo,” said Hiroshi Oba, 56, a Toyota employee at the Prius plant who said he was putting his chances for promotion at risk by standing with Mr. Miura, “but these job cuts are a social problem that we cannot ignore.”
Paul Nolasco, a spokesman for Toyota, said the company was aware of such criticisms, but called them one-sided. He said that while the number of contract workers had fallen to 2,300 early this year, from 10,000 before the Lehman Brothers crisis in September 2008, some 900 contract workers have been given full-time jobs since 2008.
It is also hard to gauge the full extent of anger at Toyota. Japan’s establishment media have been restrained in their criticism even during the recalls for fear of angering the company, the nation’s largest advertiser. Toyota critics here say the community still frowns on criticism of the region’s largest employer, making many afraid to speak out.
But that is changing, too. Saichi Kurematsu, chairman of the Airoren, a federation of labor unions in Aichi prefecture, said that complaints once limited to the far left are entering the mainstream. He said attendance at his federation’s rallies against Toyota has jumped sevenfold since 2003, the local media now write about his activities and even small company owners, once antiunion, welcome his criticisms of Toyota.
“There has been a dramatic change in how people view Toyota,” Mr. Kurematsu said.
Mr. Moewaki, the factory owner who spoke out on TV, said small companies are moving out of the auto industry to survive.
“Toyota just fills its own pockets now,” Mr. Moewaki said. “It is already clear that we cannot rely on Toyota anymore.”

得了吧，我现在楼下，每天都有人来看车的

呃...汉兰达的爬坡门出来后，我发现路上的汉兰达变多了。
我那天去上牌，看到三辆汉兰达..那天看新浪汽车，汉兰达居然还要加钱提车....

无知者无畏

将英语译成中文

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日本刈谷 - 作为丰田汽车公司的总裁丰田章夫周三面临美国国会议员，他的公司将面临一些在日本的汽车制造业中心否则这里：一个前所未有的水平的谴责。
不论如何，丰田曾经是能够依靠在这个小城市，那里的烟囱和金属行屋顶的工厂一样的东西了狄更斯的崛起反身的忠诚度。但经过感受到了丰田的成本蜇削减年，工人和供应商的一些曾经是该公司最大的啦啦队队长的经历，而不是对福特汽车公司的一个严峻的快感。
这种变化是植根于日本企业不断变化的行为。如刈一度享有与丰田附近的一个社区家庭关系，一直觉得为这个国家的社会契约年放弃了变化。
尽管就业仍是为丰田车队的全职工作生活中，一些抱怨，该公司现正与工资增长吝啬。随着时间的推移它已逐渐减少了短期承包商行列，并迫使其供应商降低价格。
几十年来，微小的汽车零部件公司，如三协精工数千名丰田的忠诚军团，并在相对默默无闻辛勤供应的庞然大物。但是，在以更低的价格近年来，汽车巨头的要求都赶出了这些公司的业务很多。
连续降价后，丰田现在花同样的一部分来减少百分之三十左右的确要比10年前，尽管钢材等原材料成本上升，许多公司都表示。
“丰田勉强我们，就像是试图拧干毛巾，从水，说：”雅西冈，49，其在刈工厂生产的丰田汽车窗户橡胶密封件。
上个月的东西为三共的主人，照雄Moewaki断裂。他出现在当地电视台做了不可思议的事情：批评丰田，宣布他将不再接受来自汽车制造商或其分支机构的订单。
“我在电视上说他们都想说，但害怕，先生说：”Moewaki，60岁，在黑暗中一个生产车间，他和他的三名雇员经营坚韧不拔的机器的地位。 “丰田说，我们都是一个大家庭。但现在他们却背叛了我们。“
在爆发瞬间变成当地的名人先生Moewaki。但他并不是唯一一个挺身而出。
听到许多在这里告诉好几次，丰田没有增加员工工资和迫使零部件供应商，尽管盈利创纪录的利润痛苦的降价。由于全球经济衰退，这些批评者说，丰田公司已经发布了数千名合同工人和挤压零部件制造商进一步发展。
虽然这看似正常，甚至谨慎，管理，在日本许多人视它的背叛行为。事实上，丰田已成为日本企业如何在这里开始的象征违反国家的潜战后的社会契约，在这种大家长式企业与员工分享，并在顺境的商业合作伙伴，帮助他们在恶劣天气的财富。
“丰田是这么多的攻击，因为它已成为日本企业面对”井上久雄表示，在两本书的作者对丰田。 “全日本的社会问题，经济问题，政治问题，似乎都堆积了丰田了。”
井上先生说，这些批评是不公平的，是更广泛的一部分，对全球化的反应在这里与美国的怀抱，**的竞争下，前首相小泉纯一郎。不过，一些十几本书籍已经出版，在过去5年，像“丰田阴暗面”和标题“丰田你不知道。”
即使通过90年代初的经济崩溃，因为大公司压缩成本或将生产转移海外的竞争下，韩国和中国，约于名古屋，作为日本底特律，似乎已知地区的中心城市带的价格对手制造免疫。丰田继续增长，尽管日本在其他行业，如消费电子，跌跌撞撞。
现在有一个在空中警报明显的感觉。如刈城市似乎成为一个被遗弃的工业社区的新锈带转折点估计在这与日本的一部分，小型厂商的数目经济学家，已告下降，过去20年了一半，约18万人。失业率也起飞爱知县，名古屋在位于翻了一番，达到百分之四点五，从前年一年。
新近失业之一是三浦修，谁两个监测作出一个庞大的丰田市附近，普锐斯混合动力汽车工厂的质量管理年工作，在那里的汽车制造商的基础。两个月前，该公司表示，它不会续约，使他一类在这之后，数千名全球金融危机开始。
三浦先生拒绝安静地离开。每天，他已经穿上了完美的统一和丰田公司的上限上班，在工厂门口，他总是被拒之门外。在最近的一个阴雨的下午，半打丰田现任和前任雇员，小工会成员，加入了他的门前要派传单给过往工人。
“丰田会在错误的方向，因此是日本，”三浦先生说，40，谁送来了他的蓝色标语牌胸口说：“让我的工作！”
“与丰田汽车常务委员会仍然是一个禁忌，”大庭浩说，56岁的丰田普瑞斯工厂的员工谁说，他将在出席由三浦先生站在他的风险晋升的机会，“但这些裁员是一种社会问题是我们不能忽视。“
保罗诺拉斯科，对丰田公司的发言人表示，该公司对这种批评是知道，但称他们是片面的。他表示，虽然合约工人人数已减少至2300年初，从1.0万前的雷曼兄弟危机2008年9月，大约900名合同工人已获得自2008年全职工作。
它也很难估计在丰田愤怒的严重程度。日本的传统媒体已经限制了他们的批评甚至在为触怒公司，美国最大的广告客户的恐惧回忆。丰田批评人士说，社会仍然在该地区最大的雇主批评皱眉头，令很多不敢说出来。
但是，也在发生着变化。左一红松，在Airoren，一个在爱知县工会联合会主席说，一旦申诉仅限于最左边的是进入主流。他说，他对丰田汽车联合会的集会，参加人数自2003年以来增长了7倍，现在当地媒体写他的活动，甚至小公司的业主，一旦反工会，欢迎丰田批评。
“有一种巨大的变化，在人们如何看待丰田，”红松先生说。
先生Moewaki，工厂的主人谁在电视上讲话指出，说小公司正在对汽车行业内生存。
“丰田刚刚填满自己的口袋里了，”先生Moewaki说。 “这已经很清楚，我们不能再依赖于丰田。”

提供更好的翻译建议

反而现在更多的人关注的汉兰达的空间和外形，对平原地区来说这个是不错的城市用车。
反而更少的人关注了他SUV的定位

谢谢，还是你有办法，呵呵。不过这个译文要看懂估计需要超级中文水平，尤其是拼词拼句能力....