戰(zhàn)略柔性：一個世界級制造業(yè)新的現(xiàn)實外文翻譯-免費閱讀
【正文】 世界級的制造商必須實施戰(zhàn)略柔性，以應(yīng)付更多的不確定性，而不僅僅是改變需求模式和產(chǎn)品產(chǎn)量。雖然模塊化設(shè)計可能會增加工具和模具的成本，但是它也有利于更快地推出新汽車模型，并大幅度降低了產(chǎn)品開發(fā)成本。 自動和預(yù)先工作站是為不同的操作而相連，以確保零件的所有家庭成員無論何時需要都可以生產(chǎn)。 復(fù)雜的計算機為基礎(chǔ)的生產(chǎn)系統(tǒng) 很 可能 占有優(yōu)勢 。因此，工作場所必須進行改組以鼓勵持續(xù)學(xué)習(xí)，它必須成為一個正常的工作生活的一部分。在過去的 20 年間，許多主要的制造業(yè)企業(yè)業(yè)績表現(xiàn)不佳并不使一些研究者感到吃驚。 第一階段：認(rèn)識到戰(zhàn)略柔性將會提供長期穩(wěn)定的競爭優(yōu)勢。 這些資源的靈活性為制造商提供了必不可少競爭優(yōu)勢同時，使他們更傾向于具體操作和戰(zhàn)術(shù)的性質(zhì)的研究。世界級的制造商也認(rèn)識到，競爭優(yōu)勢只有在生產(chǎn)戰(zhàn)略與其他職能戰(zhàn)略相協(xié)調(diào)，以支持整個企業(yè)戰(zhàn)略時才能建立。 實現(xiàn)競爭優(yōu)勢并不意味著公司必須始終做到在各個領(lǐng)域都比競爭者好。 擁有高度靈活的生產(chǎn)系統(tǒng)的公司具有資源導(dǎo)向柔性，并且可以更好地響應(yīng)不斷變化的市場。因此，許多分析模型和實證研究開始發(fā)展起來，以提高制造柔性。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。 (2) to investigate the relationship between flexibility and performance。s dictum that customers can have any color as long as it39。 it requires much creativity and munication across the pany. Japanese automobile manufacturers have invested heavily in designing parts that can be bined in a number of ways and used interchangeably among several models. Although the modular design will occasionally increase the cost of tools and dies, it facilitates faster introduction of new car models and drastically reduces product development costs. * Organizational Transformation The ultimate success of strategic flexibility requires a redefinition of traditional organizational functions, including links with suppliers and customers. Deep organizational hierarchies, as found in major manufacturing firms, impede cooperation and munication. In recent years, many corporate restructuring efforts have moved to flatten organizational structures to focus on crossfunctional integration and employee participation. Corporate munication is then facilitated by a structure that is free from departmental boundaries and limitations. An ultimate goal is to turn the entire production process into modules and to create a dynamic work of skills and capabilities that allows the rapid integration of resources to customize products or services. Mass production of standardized products is no longer a feasible way to meet the challenge of changing market demand and shortened product life cycles. In fact, the usual method of first identifying a fixed petitive priority, such as cost, quality, time, flexibility, or innovation, and then devoting all resources to meet it will no longer provide a sustainable petitive advantage. Worldclass manufacturers must obtain strategic flexibility to cope with more uncertainties than just changing demand patterns and production volumes. Strategic flexibility is not an improvement program, but is rather the ability to adapt and the readiness for change. The goal of strategic flexibility is to provide more options so that a firm can shift from
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