戰(zhàn)略柔性：一個世界級制造業(yè)新的現(xiàn)實(shí)外文翻譯-文庫吧在線文庫
【正文】 t of people (p. 75). The basic theme of a skills development program is to encourage continuous learning throughout the pany. Training programs should be developed in ways that are consistent with carefully defined goals and the availability of resources. More important, management should anticipate future skill needs, not just immediate ones. Complex puterbased production systems are likely to prevail. Training people to conceptualize, design, and use new production technology is as crucial as adopting the technology itself. Technology is often perceived as a way to replace workers, it does not mean that human resources are no longer i mportant in achieving petitiveness. Indeed, the only way for manufacturers to maximize their investment in new technology is to upgrade the skill levels of their workforce. As production bees more challenging and conceptual, because automated equipme nt performs most of the routine and repetitive tasks, investment in workforce skills development is increasingly vital. * Manufacturing Capabilities Strategic flexibility is not just about a flexible workforce。s petitive ability. While uncertainty can be a threat to some firms, it provides opportunity to those with higher degrees of flexibility, either marketoriented or resourcesoriented. Firms that are able to deal with uncertainties that their petitors cannot have marketoriented flexibility. By reducing market uncertainties or exerting influence on customer expectations, firms have more strategic choices and can adopt a more proactive approach to peting. Firms with highly flexible production systems have resourceoriented flexibility and can be more responsive to the changing market. By bining these two concepts, Figure 1 shows the dominant petitive priorities corresponding to the firm39。 and (4) to develop strategic frameworks for flexibility. Carlsson (1989), Sethi and Sethi (1990), Hyun and Ahn (1992), and Upton (1994) are just a few research works that provide further literature reviews on flexibility. Flexibility is often regarded as one of the petitive priorities, along with cost, quality, and innovation. Just as low cost and high quality have already bee a requirement for market entry, flexibility might ultimately be the key to enhancing a 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 expense to develop strategic flexibility. Phase 2: Understand that the manufacturing function39。Carlsson (1989)， Sethi (1990)， Hyun and Ahn (1992), 和 Upton (1994)的研究僅僅只是提供更多關(guān)于柔性的文學(xué)評論的研究作品。世界一流的制造企業(yè)不僅能夠適應(yīng)迅速變化的環(huán)境， 而且他們可以影響市場需求（如通過創(chuàng)建競爭對手不能處理的不確定性或顧客的期望）。決 定哪個領(lǐng)域作為目標(biāo)是競爭優(yōu)先的一個中心問題。因此，沒有最好的制造戰(zhàn)略，所有相互競爭的制造商應(yīng)該根據(jù)需要為實(shí)現(xiàn)從一種戰(zhàn)略轉(zhuǎn)變?yōu)榱硪环N戰(zhàn)略做好準(zhǔn)備。請注意，沒有特定的制造技術(shù)或改善計劃均包括在內(nèi) 。雖然他們可能會導(dǎo)致積極的結(jié)果，然而許多實(shí)證研究表明，許多公司發(fā)現(xiàn)它們失效。這一發(fā)現(xiàn)證實(shí)了一個說法，制造業(yè)是一個關(guān)鍵的競爭變量，尤其是那些顧客逐漸提高成本和質(zhì)量意識的行 業(yè)。管理部門需要認(rèn)識到的是，維護(hù)和升級他們的勞動力的技能是至關(guān)重要的競爭策略。技術(shù)通常被作為一種取代工人的方式，這并不意味著，人力資源在實(shí)現(xiàn)競爭力上不再重要。同樣 的 ， 摩托羅拉公司生產(chǎn)定制設(shè)計的電子傳呼機(jī)只要三個小時不到。深層次的組織，就像從主要
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