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(存儲(chǔ)版)
【正文】 a current manufacturing strategy to a new one with minimal penalties in cost, time, or performance. True strategic flexibility can be achieved only through the development of skills and manufacturing capabilities, which eventually lead to plete organizational transformation. Source: Lau, . “ Strategic flexibility: a new reality for worldclass manufacturing”. SAM Advanced Management Journal, 1996(3):P1115. 譯文 ： 戰(zhàn)略柔性：一個(gè)世界級(jí)制造業(yè)新的現(xiàn)實(shí) 由于 20 世紀(jì) 60 年代前期相對(duì)穩(wěn)定的市場(chǎng)結(jié)構(gòu)和較小的競(jìng)爭(zhēng)壓力，柔性概念的發(fā)展已經(jīng)逐漸運(yùn)用到制造業(yè)文化中。雖然不確定性對(duì)許多公司來說是一種威脅，但是它也能為那些具有高標(biāo)準(zhǔn)柔性的公司提供機(jī)會(huì)，無論是以市場(chǎng)為導(dǎo)向還是以資源為導(dǎo)向。 在一個(gè)穩(wěn)定的競(jìng)爭(zhēng)環(huán)境，比如十年前，一種競(jìng)爭(zhēng)戰(zhàn)略僅僅涉及競(jìng)爭(zhēng)位置的確定，然后捍衛(wèi)它，但是， 由于競(jìng)爭(zhēng)環(huán)境發(fā)生了迅速 、 難以預(yù)測(cè) 的變化 ， 新的知識(shí)和能力被需要來支持任何戰(zhàn)略以創(chuàng)造一個(gè)可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì) 。這一直是被那些實(shí)現(xiàn)了產(chǎn)品標(biāo)準(zhǔn)和制造柔性的最佳平衡的日本汽車和電子制造商所否定的。相反，堅(jiān)持用一種戰(zhàn)略（無論成功與否）往往會(huì)在基礎(chǔ)條件改變時(shí)產(chǎn)生問題。 戰(zhàn)略柔性允許制造公司從一個(gè)優(yōu)勢(shì)戰(zhàn)略轉(zhuǎn)移到另一個(gè)戰(zhàn)略，從一個(gè)競(jìng)爭(zhēng)力優(yōu)先到另一個(gè)，同時(shí)也意味著資源的長(zhǎng)期承諾和行動(dòng)計(jì)劃。只有管理層充分認(rèn)識(shí)到長(zhǎng)期競(jìng)爭(zhēng)優(yōu)勢(shì)的需要，才能明確的投入時(shí)間、人力和費(fèi)用，發(fā)展戰(zhàn)略柔性。此外，生產(chǎn)工作變得更加具有挑戰(zhàn)性和概念性，而常規(guī)和重復(fù)作業(yè)則用自動(dòng)機(jī)器來執(zhí)行。技能發(fā)展項(xiàng)目的基本主題是鼓勵(lì)整個(gè)公司不斷地學(xué)習(xí)。 *制造能力 戰(zhàn)略柔性不只是有關(guān)于靈活的勞動(dòng)力，它 需要一個(gè)具有先進(jìn)的工藝和 信息技術(shù)的勞動(dòng)力，以滿足客戶的需求增強(qiáng) 。這種方法提供了一個(gè)可行的產(chǎn)品設(shè)計(jì)策略以滿足隨著標(biāo)準(zhǔn)化優(yōu)勢(shì)而不斷變化的需求。最終目的是把整個(gè)生產(chǎn)流程轉(zhuǎn)變成模塊，并創(chuàng)造一個(gè)具有技能和能力的動(dòng)態(tài)網(wǎng)絡(luò)，使資源快速整合來定制產(chǎn)品或服務(wù)。真正的戰(zhàn)略柔性，能夠僅僅通過技術(shù)和制造能力的發(fā)展來實(shí)現(xiàn)， 實(shí)現(xiàn)最終完整的組織轉(zhuǎn)變。近年來，許多企業(yè)重組的努力已經(jīng)轉(zhuǎn)向從組織結(jié)構(gòu)扁平化到集中于跨功能整合和員工參與。 充足的證據(jù)表明如果使用跨功能的設(shè)計(jì)團(tuán)隊(duì)，產(chǎn)品的設(shè)計(jì)可以大大的簡(jiǎn)化。事實(shí)上，制造商最大限度地提高他們?cè)谛录夹g(shù)上的投資的唯一方法是提升其員工的技能水平。管理必須著眼于多技能工人的培養(yǎng)，停止把他們訓(xùn)練成為可更換的部件或者是被控制的成本。 第三階段，制定和實(shí)施以技能、生產(chǎn)能力和依賴組織結(jié)構(gòu)為中心的各種戰(zhàn)略。許多制造商過度地關(guān)注這些項(xiàng)目的形式或結(jié)構(gòu)，而忽略了技能和能力的發(fā)展需要適應(yīng)變化。相反的， 重點(diǎn)是發(fā)展技能，如知識(shí)，能力，以及組織結(jié)構(gòu)的柔性。相應(yīng)的策略取決于企業(yè)的長(zhǎng)處和弱點(diǎn)。 規(guī)模經(jīng)濟(jì)的競(jìng)爭(zhēng)優(yōu)勢(shì)最好是通過大規(guī)模生產(chǎn)說明的。無論被動(dòng)和主動(dòng)方法都已經(jīng)被證明是同樣重要的 ，需要不同類型的柔性。 柔性常常與成本、質(zhì)量和創(chuàng)新一起被認(rèn)為是競(jìng)爭(zhēng)優(yōu)先的標(biāo)志之一。s performance links directly to corporate performance and survival. Understanding the importance of the manufacturing function and its link to corporate performance provides a focal point for management to think more proactively about building capabilities for the future. The poor performance of many major manufacturing firms during the last two decades was no surprise to many researchers. Companies that develop a clear linkage between business and manufacturing strategies tend to be more successful and profitable. This finding has substantiated the argument that manufacturing is indeed a key petitive variable, especially in those industries where customers are increasingly cost and quality conscious. Phase 3: Formulate and implement strategies that center on the development of skills, manufacturing capabilities, and lean organizational structures. The outdated manufacturing strategy based on mass production is not responsive enough to cope with rapidly changing markets and shortened product life cycles. In addition, production jobs have bee more challenging and conceptual, as routine and repetitive tasks are performed by automated equipment. The full benefit of technology can be exploited only when workers understand and control a large part of the production process. * Skills and knowledge A productive work force today must be highly skilled and flexible, characteristics that can only be developed through extensive training and experience in a variety of job assignments. Therefore, the workplace must be reorganized to promote continuous learning, which must bee a normal part of work life. Evidence suggests that not many manufacturers, particularly in the United States, give high priority and mit sufficient resources to training their frontline workers. Management needs to realize that maintaining and upgrading the skills of their workforce is central to their petitive strategy. Management must focus on the cultivation of multiskilled workers and stop treating them as replaceable parts or a cost to be controlled. In an attempt to find out why the improvement of flexibility has been so elusive, Upton (1995) observed that most managers put too much faith in machines and technology, and too little faith in the daytoday managemen
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