必须提供一个简单的图纸设计和发布的机制，并且要能够灵活的通过它修改设计。 （这样能给工厂加工充分预留提前量，并且如果存在技术风险也可以预先准备尽量减少损失）

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.)

报告越少越好，但重要节点和工作必须从始至终贯穿记录。 （负责任的管理并不是意味着繁多的文档报告）

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.)

每月都要做已花费成本计算和整个项目的成本估算，不要突然给客户一个项目远超预算的惊喜。 （负责任的管理包括在有限的资源内运作）

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.)

认真筛选分包商，招标来的往往比军方指定的好。 （在有限的资源内充分寻找和利用最好的）

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.)

臭鼬工厂现有的检验已经通过了空军和海军的认证，达到了现有军用标准，一定要沿用到新项目上。将基础的检验交给分包商做，不要重复做这么多检验。（即使在商界大家也都认可质量是来自于设计和负责任的操作而不是来自于检验）

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.)

供应商必须负责他所供应的产品在项目各个阶段的测试，直至试飞。他能够也必须从项目最初阶段就进行测试，如果他不这样做，下次招标就没他的事情了。 （非常重要，如果有新的技术，那随之而来的风险必须合理转移安置）

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.)

硬件的技术指标一定要在签合同前明确。臭鼬工厂会预先清晰的列出那些军事规格将不会被采用和不采用的原因和建议。 （标准指标会抑制新技术和创新，而且这些指标经常过时了）

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.)

资助一个项目必须持续，这样供应商就不需要总跑银行去接政府项目。 （有责任的管理包括对先前承诺的资源的的自由支配）

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.)

在军事项目公司和供应商之间必须有相互的信任。在一天一天的合作基础上建立的信任可以将误解降低至最小。 （客户和生产商的目标应该统一为把工作完美的完成）

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.)

必须严格控制外部接触项目的人，需要设定响应的安全权限。（这是一个项目经理的责任，即使没有项目由于经费没有预设安全权限）

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.)

由于参与项目的工程师和其他方面的人员都比较少，支付奖金和薪水就要按照绩效而非人员数量。 （管理人员、技术和操作人员必须奖励，负责任的管理不允许官僚主义的滋生）

正如“幸福的家庭都是相似的，不幸的家庭却各有各的不幸”的道理一样，成功的创新团队也都是如此。波音也有类似的“鬼怪工作部”(Phantom Works)，这种模式其实在上世纪五十年代开始逐渐在大企业的组织结构中流行，商业化公司里成功的“臭鼬模式”不胜枚举。

那些被后人归纳总结为“臭鼬管理法”的金科玉律，也已经冲破航空航天领域，并在工业、商业等众多领域的企业管理中发挥着其耀眼的光芒。施乐的Polo Alto实验室、美国AT&T的贝尔实验室，“曼哈顿计划”、IBM的“国际象棋项目”、BMW的“i项目”等如雨后春笋般崛起，这些都是商业化臭鼬工厂的典型代表。苹果公司的Macintosh电脑、东芝笔记本等很多产品也都是在这种组织创新的模式下生产出来的。

实践发现，高科技研发本身就是一项复杂的工作，越简单的工作模式、越简化的工作流程，越能够让研发人员更少地感受到来自组织制度的限制，从而更加自由地思考解决方案，高度专注于工作。