現(xiàn)代企業(yè)經(jīng)營典范或思維挑戰(zhàn)與改革-文庫吧
2025-02-10 22:34 本頁面
【正文】 s if as part of the implementation of the ERP we neglected to address the rules? What happens if we still operate with the old rules, the rules that assume the existence of the limitation. 12 ERP is a necessary condition, but it’s not sufficient. To get the benefits we must, at the same time that we install the new ERP, also change the rules that recognize the existence of the limitation. Common Sense. What is the limitation that the ERP system diminishes? The limitation that we diminish is the need to act without having all the information. Using the ERP we have at our fingertips all the needed information, no matter how big or diverse our operation is. The ERP provides an EnterpriseWide Information System. The ERP substantially diminishes that limitation. But, what about the rules, the habits, the measurements? 13 系統(tǒng)限制： 買東西的客戶。 14 做好管理 保護產(chǎn)出 備較大庫存 備較小庫存 降低成本 配送衝突圖 因為 … 補貨時間長 供應(yīng)商不可靠 預(yù)測不準 15 解決對策： 再對的時間，對的地點，有對的庫存。 16 ? People within anization don’t speak the same language of throughput. ? The top executive is not intimately involved in the change process. ? There is no full time, nonpartisan change agent. ? The need of some important groups are violated in the change process. ? There is no exciting vision of what the change process will acplish. Rules, the Habits, the Measurements Change problems 17 ? Every key influencer and manager in the anization, including the CEO, is taught to speak and practice the language and philosophy of the throughput world. 經(jīng)營典範或 管理新思維的教育 ? The top executive of the location is intimately involved in the change process. Strategic Leadership Development ? The anization has dedicated, effective, nonpartisan change agent. Internal Consultant(reporting to CEO) with system thinking discipline ? Winwin strategies and tools are used to meet needs. Daytoday problem management skills enhancement ? The change vision is believable and is translated into exciting language for everyone involved. Enterprise wide management solution development We need a new concept and approach to manage change 18 我們知道管理者每天面對許多問題，影響或做許多決策。我們同樣也知道管理者解每一個問題很少是依解問題的步驟來分析問題，尋找解答，執(zhí)行解答。他們應(yīng)用他們豐富的經(jīng)驗來快速回應(yīng)每一問題。他們用典範（ Paradigms） 從經(jīng)驗中所得到的準則與法則。這是不好的嗎？ 依賴典範不可避免的會阻止（或最少延緩）人們發(fā)展與應(yīng)用新的 Knowledge。 管理者應(yīng)以解問題的步驟來分析問題，尋找解答，執(zhí)行解答或應(yīng)以他過去所用且也成功的典範來解問題？ 此部分是我們興趣所在 ，因為他定義管理著是否要（或能夠）改善。我們是否應(yīng)投入更多時間發(fā)展更好（更有競爭）的 Solutions或 應(yīng)用他們的典範來得到快速 Solution，然後繼續(xù)往前走。 管理者的典範與思維 19 成功的做好 管理工作。 提出更好且有競爭力的Solution。 以新的或更好的方法（挑戰(zhàn)典範）來解決問題 以 管理者 所知或經(jīng)驗（典範）來解決問題。 避免錯誤或快速解決問題。 因為： 管理者假設(shè)他們的企業(yè)是非常複雜的而且祇有他們看到全局。祇有他們有視野與能力可以面對問題。 管理者的衝突 目前狀況： 問題重複出現(xiàn)，大家疲於奔命的救火，競爭力下降。 20 經(jīng)營企業(yè)必須看全面性與整體性。 (The only prudent way to manage a business is neve
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