制造企业精益改善驱动机制及精益文化研究
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摘要
本文研究了企业在导入精益或构建自己的生产体系时所遇到的文化困境及缺乏驱动的问题,分析了以丰田为代表的优秀精益企业所具备的文化特点及其文化培育的方式,构建了针对企业内管理层、团队层次及个人层次的精益改善驱动机制。
企业在导入精益时通常关注与精益技术体系的学习及建立,通过外聘精益专家作为指导,内部建立精益推进团队,希望在短时间内建立起类似丰田的JIT模式。本文针对这种没有深入理解精益的现象,提出了精益文化的体系,细致的分析的精益企业中员工在物质层面、观念层面及基本假定层面所应该具备的文化特点,为企业指出了导入精益的关键所在。
本文分析了精益改善在企业进步中的作用,并阐述改善与创新这两种管理思想对企业的影响,以及结果导向和过程导向在改善过程中的影响,认为精益企业必须认识到改善,即发现并解决问题,是企业进步的重要源泉,并且管理者在主导改善活动时要能够平衡好结果与过程的关系。
企业在精益的实施中,如果未能考虑各种驱动因素并协调好这些因素,改善的力量会逐渐被内部的矛盾所侵蚀。因此,本文分析了管理层导向改善的过程驱动及结果驱动机制,通过ANP方法定性的分析了过程驱动的5种力量,通过三个层次递进的提供了结果驱动机制的方法;分析了团队导向改善的驱动机制;分析了基于个人导向改善的建议系统及员工激励问题。
Manufacturing enterprises may face the culture problem or lacking the driven mechanism when introducing lean manufacturing system. This paper made research on how to solve those problems. The paper analyzed the culture system of a excellent lean enterprise such as Toyota company, and constructed driven mechanism for management level, team level and employee level.
Enterprises tend to focus on learning lean technical system by the guidance of lean expert from consulting firms. They set up internal teams to push lean project in the hope of constructing JIT way in a short time. According to this situation, this paper proposed lean culture system. The system analyzed the proper way employees should accept, which included physical level, concept level and basic assumption level.
This paper analyzed the contribution of lean kaizen to the improvement of enterprise. It described the impact of kaizen and creation, which are two different improving methods for enterprises. Lean enterprises should realize that kaizen is the source of improvement. The essence of kaizen is observing and solving problems. The paper pointed that management should balance the result and process during each kaizen activity.
During the lean project implementation, if enterprise did not consider all related driven factors or could not coordinate them well, kaizen activity may be weaken by internal conflicts. So, this paper analyzed driven mechanism for lean project in three levels. It proposed management driven mechanism in the view of process, and analyzed 5 strengths with ANP method quantitatively. It proposed management driven mechanism in the view of result by three steps. It also proposed driven mechanism of task level and employee level. Those driven mechanism can help manufacturing enterprises consolidate the implementation of lean project.
企业在导入精益时通常关注与精益技术体系的学习及建立,通过外聘精益专家作为指导,内部建立精益推进团队,希望在短时间内建立起类似丰田的JIT模式。本文针对这种没有深入理解精益的现象,提出了精益文化的体系,细致的分析的精益企业中员工在物质层面、观念层面及基本假定层面所应该具备的文化特点,为企业指出了导入精益的关键所在。
本文分析了精益改善在企业进步中的作用,并阐述改善与创新这两种管理思想对企业的影响,以及结果导向和过程导向在改善过程中的影响,认为精益企业必须认识到改善,即发现并解决问题,是企业进步的重要源泉,并且管理者在主导改善活动时要能够平衡好结果与过程的关系。
企业在精益的实施中,如果未能考虑各种驱动因素并协调好这些因素,改善的力量会逐渐被内部的矛盾所侵蚀。因此,本文分析了管理层导向改善的过程驱动及结果驱动机制,通过ANP方法定性的分析了过程驱动的5种力量,通过三个层次递进的提供了结果驱动机制的方法;分析了团队导向改善的驱动机制;分析了基于个人导向改善的建议系统及员工激励问题。
Manufacturing enterprises may face the culture problem or lacking the driven mechanism when introducing lean manufacturing system. This paper made research on how to solve those problems. The paper analyzed the culture system of a excellent lean enterprise such as Toyota company, and constructed driven mechanism for management level, team level and employee level.
Enterprises tend to focus on learning lean technical system by the guidance of lean expert from consulting firms. They set up internal teams to push lean project in the hope of constructing JIT way in a short time. According to this situation, this paper proposed lean culture system. The system analyzed the proper way employees should accept, which included physical level, concept level and basic assumption level.
This paper analyzed the contribution of lean kaizen to the improvement of enterprise. It described the impact of kaizen and creation, which are two different improving methods for enterprises. Lean enterprises should realize that kaizen is the source of improvement. The essence of kaizen is observing and solving problems. The paper pointed that management should balance the result and process during each kaizen activity.
During the lean project implementation, if enterprise did not consider all related driven factors or could not coordinate them well, kaizen activity may be weaken by internal conflicts. So, this paper analyzed driven mechanism for lean project in three levels. It proposed management driven mechanism in the view of process, and analyzed 5 strengths with ANP method quantitatively. It proposed management driven mechanism in the view of result by three steps. It also proposed driven mechanism of task level and employee level. Those driven mechanism can help manufacturing enterprises consolidate the implementation of lean project.
引文
[1]詹姆斯·沃麦克,丹尼尔·琼斯,丹皮尔·鲁斯,改变世界的机器(沈希瑾译),北京:商务印书馆,2003
[2]杰弗里?莱克,丰田汽车案例——精益制造的14项管理原则(李芳龄译)北京:中国财政经济出版社,2004
[3]李晨,准时化生产方式的学习与实践,工业工程与管理,2000,5(5):55~60
[4] Anand, G., et al., Dynamic capabilities through continuous improvement infrastructure. J. Operations Management, 2009, 27(6):444~461
[5] Ittner, C.D., Larcker, D.F,The performance effects of process management techniques, Management Science, 2009, 43(4): 522~534
[6]今井正明,改善(周亮,战凤梅译),北京:机械工业出版社,2010
[7]若松义人.大野耐一的十条训诫(崔柳译),北京:机械工业出版社,2009
[8]齐二石,张洪亮.企业精益文化建设,科学学与科学技术管理,2008,29(12):133~136
[9] Wong ML, The role of culture in implementing lean production system, Advances in Production Management System, Taiwan: SPRINGER,2007
[10]刘承元,全员参与的改善文化,企业管理,2009,9:22~24
[11]肖智军.改善是一种经营理念,企业管理,2003:,7:50~51
[12]霍艳芳,齐二石,周刚等.精益生产中人因作用之研究,中国机械工程,2001,(S1):77~80
[13]梁秋鸿.精益生产组织文化研究,物流技术,2009,28(2):7~10
[14] John Bessant, Sarah Caffyn, Maeve Gallagher, An evolutionary model of continuous improvement behavior, Technovation, 2001, 21:67~77
[15] TY CHOI, Conceptualizing continuous improvement: Implications for Organization Change, Omega, 1995, 23(6):607~624
[16] Jennifer A.Farris, Eileen et al. Critical sucess factors for human resource outcomes in Kaizen events : An empirical study, Int.J. Production Economics, 2009, 17:42~65
[17]日比野省三.丰田的思考习惯(世界上最简单的成功法则)(李颖秋译).北京:国际文化出版公司,2010.
[18]杨红娟.中西方文化与管理比较分析研究:[硕士论文],昆明;昆明理工大学,2001
[19]任佩瑜,宋勇,张莉.论管理熵、管理耗散结构与我国企业文化的重塑,四川大学学报(哲学社会科学版),2000,4:45~49
[20]周锐,王丹.论日本企业的人本管理思想,现代商贸工业,2008,20(6):141~142
[21]王晓光.日本企业管理中的儒家思想,船山学刊,2008,4:217~219
[22]读卖新闻特别取材班,丰田传(李颖秋译),北京:中信出版社,2006
[23]门田安弘,新丰田生产方式(王瑞珠等译),保定:河北大学出版社,2008
[24]大野耐一,丰田生产方式(谢克俭等译),北京:中国铁道出版社,2006
[25]罗宾斯,库尔特.管理学(第九版)(孙健敏译),北京:中国人民大学出版社,2008
[26] Schein Edgar H. Organizational Culture and Leadership [M]. Jossey-Bass Inc, 1985
[27]肖智军.无障碍推行5S,北京:北京大学出版社,2008
[28] Naylor, J., Naim, M,M., Berry, D., 1999. Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain. International Journal of Production Economics 62, 107-118.
[29]刘建伟.由“海因里希法则”看企业中的质量问题.机械工业标准化与质量. 2004,3:11~12.
[30]敖世友.基于管理熵的企业内部控制评价研究.四川大学学报:哲学社会科学版. 2009, 4:77~81.
[31]杰弗瑞K.莱克,迈克尔?豪瑟斯,丰田文化,北京:机械工业出版社,2009
[32]詹姆斯?沃麦克,琼斯.精益思想(修订版),北京:机械工业出版社,2008
[33]赵克勤.集对分析及其初步应用[M].杭州:浙江科学技术出版社,2000
[34]赵克勤.集对论——一种新的不确定性理论方法与应用.系统工程. 1996,14(1):18~23
[35]王文圣,金菊良,丁晶,李跃清.水资源系统评价新方法——集对评价法,中国科学E辑,2009,9:1529~1534
[36]孙杰.全面精益管理概念的界定,工业工程与管理,2009,14(2):129~134
[37]唐小丽,冯俊文.ANP原理及其运用展望,统计与决策,2006,6:138~140
[38]孙宏才,田平,王莲芬.网络层次分析方法与决策科学.北京:国防工业出版社,2011.
[2]杰弗里?莱克,丰田汽车案例——精益制造的14项管理原则(李芳龄译)北京:中国财政经济出版社,2004
[3]李晨,准时化生产方式的学习与实践,工业工程与管理,2000,5(5):55~60
[4] Anand, G., et al., Dynamic capabilities through continuous improvement infrastructure. J. Operations Management, 2009, 27(6):444~461
[5] Ittner, C.D., Larcker, D.F,The performance effects of process management techniques, Management Science, 2009, 43(4): 522~534
[6]今井正明,改善(周亮,战凤梅译),北京:机械工业出版社,2010
[7]若松义人.大野耐一的十条训诫(崔柳译),北京:机械工业出版社,2009
[8]齐二石,张洪亮.企业精益文化建设,科学学与科学技术管理,2008,29(12):133~136
[9] Wong ML, The role of culture in implementing lean production system, Advances in Production Management System, Taiwan: SPRINGER,2007
[10]刘承元,全员参与的改善文化,企业管理,2009,9:22~24
[11]肖智军.改善是一种经营理念,企业管理,2003:,7:50~51
[12]霍艳芳,齐二石,周刚等.精益生产中人因作用之研究,中国机械工程,2001,(S1):77~80
[13]梁秋鸿.精益生产组织文化研究,物流技术,2009,28(2):7~10
[14] John Bessant, Sarah Caffyn, Maeve Gallagher, An evolutionary model of continuous improvement behavior, Technovation, 2001, 21:67~77
[15] TY CHOI, Conceptualizing continuous improvement: Implications for Organization Change, Omega, 1995, 23(6):607~624
[16] Jennifer A.Farris, Eileen et al. Critical sucess factors for human resource outcomes in Kaizen events : An empirical study, Int.J. Production Economics, 2009, 17:42~65
[17]日比野省三.丰田的思考习惯(世界上最简单的成功法则)(李颖秋译).北京:国际文化出版公司,2010.
[18]杨红娟.中西方文化与管理比较分析研究:[硕士论文],昆明;昆明理工大学,2001
[19]任佩瑜,宋勇,张莉.论管理熵、管理耗散结构与我国企业文化的重塑,四川大学学报(哲学社会科学版),2000,4:45~49
[20]周锐,王丹.论日本企业的人本管理思想,现代商贸工业,2008,20(6):141~142
[21]王晓光.日本企业管理中的儒家思想,船山学刊,2008,4:217~219
[22]读卖新闻特别取材班,丰田传(李颖秋译),北京:中信出版社,2006
[23]门田安弘,新丰田生产方式(王瑞珠等译),保定:河北大学出版社,2008
[24]大野耐一,丰田生产方式(谢克俭等译),北京:中国铁道出版社,2006
[25]罗宾斯,库尔特.管理学(第九版)(孙健敏译),北京:中国人民大学出版社,2008
[26] Schein Edgar H. Organizational Culture and Leadership [M]. Jossey-Bass Inc, 1985
[27]肖智军.无障碍推行5S,北京:北京大学出版社,2008
[28] Naylor, J., Naim, M,M., Berry, D., 1999. Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain. International Journal of Production Economics 62, 107-118.
[29]刘建伟.由“海因里希法则”看企业中的质量问题.机械工业标准化与质量. 2004,3:11~12.
[30]敖世友.基于管理熵的企业内部控制评价研究.四川大学学报:哲学社会科学版. 2009, 4:77~81.
[31]杰弗瑞K.莱克,迈克尔?豪瑟斯,丰田文化,北京:机械工业出版社,2009
[32]詹姆斯?沃麦克,琼斯.精益思想(修订版),北京:机械工业出版社,2008
[33]赵克勤.集对分析及其初步应用[M].杭州:浙江科学技术出版社,2000
[34]赵克勤.集对论——一种新的不确定性理论方法与应用.系统工程. 1996,14(1):18~23
[35]王文圣,金菊良,丁晶,李跃清.水资源系统评价新方法——集对评价法,中国科学E辑,2009,9:1529~1534
[36]孙杰.全面精益管理概念的界定,工业工程与管理,2009,14(2):129~134
[37]唐小丽,冯俊文.ANP原理及其运用展望,统计与决策,2006,6:138~140
[38]孙宏才,田平,王莲芬.网络层次分析方法与决策科学.北京:国防工业出版社,2011.