戰(zhàn)略柔性：一個(gè)世界級(jí)制造業(yè)新的現(xiàn)實(shí)外文翻譯-文庫吧
2025-04-17 02:13 本頁面
【正文】 h economies of scale is best illustrated by mass production. Furthermore, Henry Ford39。s dictum that customers can have any color as long as it39。s black still convinces many manufacturers that they must choose between standardization at low cost or flexibility at high cost. This has been disproved by Japanese automobile and electronics manufacturers who achieve an optimal balance of product standardization and manufacturing flexibility. The dynamics of today39。s petitive environment suggest that economies of scale and product or process technology will be a diminishing source of petitive advantage. As a result, manufacturers are turning their attention to building the skills and knowledge of their workforce. Worldclass manufacturers also realize that petitive advantage can be created only when the manufacturing strategy is well integrated with other functional strategies, which together support the overall corporate strategy. It implies that changes in strategy are necessary to cope with the changes in petitive environment and in the organization itself. Therefore, there is no best manufacturing strategy, and all petitive manufacturers should be ready to shift from one strategy to another as needed. The appropriate strategy depends on a firm39。s strengths and weaknesses. Two manufacturing firms may develop different strategies yet both pete in the same market with success. In addition, sticking with a single petitive strategy (no matter how successful) often turns out to be problematic when the underlying conditions change. Given the dynamic nature of the marketplace, flexibility has already bee the most important petitive priority of the 1990s. Flexibility is usually classified broadly as product or servicerelated (such as volume, product mix, and modification) and process technologyrelated (such as changeover, scheduling, and innovation). While these sources of flexibility are essential to provide petitive advantage to manufacturers, they tend to be operational or tactical in nature. To acquire a sustainable petitive advantage, management must develop strategic flexibility, which requires longterm mitment and the development of critical resources. Note that no specific manufacturing techniques or improvement programs are included. Instead, the emphasis is on developing skills such as knowledge, capabilities, and a flexible organizational structure. These are the foundation of strategic flexibility that allow future changes to take place as needed。 and, best of all, their unique nature means that no one else can copy them easily. Strategic flexibility allows a manufacturing firm to shift from one dominant strategy to another, from one petitive priority to another, but also implies a longterm mitment of resources and a plan of action. Progress, therefore, depends on the current state of the firm39。s resources and capabilities. Generally, strategic flexibility is attained through a threestep process: awareness, understanding, and implementation. Phase 1: Be aware that only strategic flexibility will provide sustainable petitive advantage over the long run. During the last two decades, quality improvement, automation, and advanced manufacturing techniques, to name a few, have often been perceived as a path to petitive advantage. While they may lead to positive outes, a number of empirical studies suggest that many firms found them ineffective. Many manufacturers focused too much on the form or mechanics of such programs while overlooking the development of skills and capabilities needed to support the changes. Resistance to change is greater if management fails to see the necessity for changes. Until management fully recognizes the need for longterm petitive advantage, there is no clear incentive to devote the time, effort, and
畢業(yè)設(shè)計(jì)相關(guān)推薦
鄂ICP備17016276號(hào)-1