必須提供一個簡單的圖紙設計和發(fā)布的機制，并且要能夠靈活的通過它修改設計。 （這樣能給工廠加工充分預留提前量，并且如果存在技術(shù)風險也可以預先準備盡量減少損失）
5. There must be a minimum number of reports required, but important work must be recorded thoroughly. (Responsible management does not require massive technical and information systems.)
報告越少越好，但重要節(jié)點和工作必須從始至終貫穿記錄。 （負責任的管理并不是意味著繁多的文檔報告）
6. There must be a monthly cost review covering not only what has been spent and committed but also projected costs to the conclusion of the program. Don’t have the books ninety days late and don’t surprise the customer with sudden overruns. (Responsible management does require operation within the resources available.)
每月都要做已花費成本計算和整個項目的成本估算，不要突然給客戶一個項目遠超預算的驚喜。 （負責任的管理包括在有限的資源內(nèi)運作）
7. The contractor must be delegated and must assume more than normal responsibility to get good vendor bids for subcontract on the project. Commercial bid procedures are very often better than military ones. (Essential freedom to use the best talent available and operate within the resources available.)
認真篩選分包商，招標來的往往比軍方指定的好。 （在有限的資源內(nèi)充分尋找和利用最好的）
8. The inspection system as currently used by the Skunk Works, which has been approved by both the Air Force and Navy, meets the intent of existing military requirements and should be used on new projects. Push more basic inspection responsibility back to subcontractors and vendors. Don't duplicate so much inspection. (Even the commercial world recognizes that quality is in design and responsible operations not inspection.)
臭鼬工廠現(xiàn)有的檢驗已經(jīng)通過了空軍和海軍的認證，達到了現(xiàn)有軍用標準，一定要沿用到新項目上。將基礎的檢驗交給分包商做，不要重復做這么多檢驗。（即使在商界大家也都認可質(zhì)量是來自于設計和負責任的操作而不是來自于檢驗）
9. The contractor must be delegated the authority to test his final product in flight. He can and must test it in the initial stages. If he doesn't, he rapidly loses his competency to design other vehicles. (Critical, if new technology and the attendant risks are to be rationally accommodated.)
供應商必須負責他所供應的產(chǎn)品在項目各個階段的測試，直至試飛。他能夠也必須從項目最初階段就進行測試，如果他不這樣做，下次招標就沒他的事情了。 （非常重要，如果有新的技術(shù)，那隨之而來的風險必須合理轉(zhuǎn)移安置）
10. The specifications applying to the hardware must be agreed to well in advance of contracting. The Skunk Works practice of having a specification section stating clearly which important military specification items will not knowingly be complied with and reasons therefore is highly recommended. (Standard specifications inhibit new technology and innovation, and are frequently obsolete.)
硬件的技術(shù)指標一定要在簽合同前明確。臭鼬工廠會預先清晰的列出那些軍事規(guī)格將不會被采用和不采用的原因和建議。 （標準指標會抑制新技術(shù)和創(chuàng)新，而且這些指標經(jīng)常過時了）
11. Funding a program must be timely so that the contractor doesn't have to keep running to the bank to support government projects. (Responsible management requires knowledge of and freedom to use, the resources originally committed.)
資助一個項目必須持續(xù)，這樣供應商就不需要總跑銀行去接政府項目。 （有責任的管理包括對先前承諾的資源的的自由支配）
12. There must be mutual trust between the military project organization and the contractor, the very close cooperation and liaison on a day-to-day basis. This cuts down misunderstanding and correspondence to an absolute minimum. (The goals of the customer and producer should be the same get the job done well.)
在軍事項目公司和供應商之間必須有相互的信任。在一天一天的合作基礎上建立的信任可以將誤解降低至最小。 （客戶和生產(chǎn)商的目標應該統(tǒng)一為把工作完美的完成）
13. Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures. (This is a program manager’s responsibility even if no program security demands are made - a cost avoidance measure.)
必須嚴格控制外部接觸項目的人，需要設定響應的安全權(quán)限。（這是一個項目經(jīng)理的責任，即使沒有項目由于經(jīng)費沒有預設安全權(quán)限）
14. Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay not based on the number of personnel supervised.
(Responsible management and technical & operational personnel must be rewarded. Responsible management does not permit the growth of bureaucracies.)
由于參與項目的工程師和其他方面的人員都比較少，支付獎金和薪水就要按照績效而非人員數(shù)量。 （管理人員、技術(shù)和操作人員必須獎勵，負責任的管理不允許官僚主義的滋生）
正如“幸福的家庭都是相似的，不幸的家庭卻各有各的不幸”的道理一樣，成功的創(chuàng)新團隊也都是如此。波音也有類似的“鬼怪工作部”(Phantom Works)，這種模式其實在上世紀五十年代開始逐漸在大企業(yè)的組織結(jié)構(gòu)中流行，商業(yè)化公司里成功的“臭鼬模式”不勝枚舉。
那些被后人歸納總結(jié)為“臭鼬管理法”的金科玉律，也已經(jīng)沖破航空航天領域，并在工業(yè)、商業(yè)等眾多領域的企業(yè)管理中發(fā)揮著其耀眼的光芒。施樂的Polo Alto實驗室、美國AT&T的貝爾實驗室，“曼哈頓計劃”、IBM的“國際象棋項目”、BMW的“i項目”等如雨后春筍般崛起，這些都是商業(yè)化臭鼬工廠的典型代表。蘋果公司的Macintosh電腦、東芝筆記本等很多產(chǎn)品也都是在這種組織創(chuàng)新的模式下生產(chǎn)出來的。
實踐發(fā)現(xiàn)，高科技研發(fā)本身就是一項復雜的工作，越簡單的工作模式、越簡化的工作流程，越能夠讓研發(fā)人員更少地感受到來自組織制度的限制，從而更加自由地思考解決方案，高度專注于工作。
