【正文】 由于市場的動態(tài)性質(zhì)，柔性已經(jīng)成為 20 世紀 90 年代最重要的競爭優(yōu)先權(quán)。 第二階段：理解制造函數(shù)的性能直接鏈接到企業(yè)的業(yè)績和生存。 應制定培訓方案的方式是精心確定的目標和資源情況相一致。模塊化設(shè)計是一些從現(xiàn)有的，標準化的部件組合的產(chǎn)品創(chuàng)造，它需要大量的創(chuàng)造力和整個公司的溝通交流。戰(zhàn)略柔性的目標是提供更多的選擇，以便企業(yè)能 夠從當前的制造戰(zhàn)略向另一個具有成本、時間、業(yè)績最小損失的新戰(zhàn)略 轉(zhuǎn)變。同樣 的 ， 摩托羅拉公司生產(chǎn)定制設(shè)計的電子傳呼機只要三個小時不到。管理部門需要認識到的是，維護和升級他們的勞動力的技能是至關(guān)重要的競爭策略。雖然他們可能會導致積極的結(jié)果，然而許多實證研究表明，許多公司發(fā)現(xiàn)它們失效。因此，沒有最好的制造戰(zhàn)略，所有相互競爭的制造商應該根據(jù)需要為實現(xiàn)從一種戰(zhàn)略轉(zhuǎn)變?yōu)榱硪环N戰(zhàn)略做好準備。世界一流的制造企業(yè)不僅能夠適應迅速變化的環(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）。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。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。 柔性常常與成本、質(zhì)量和創(chuàng)新一起被認為是競爭優(yōu)先的標志之一。 規(guī)模經(jīng)濟的競爭優(yōu)勢最好是通過大規(guī)模生產(chǎn)說明的。相反的， 重點是發(fā)展技能，如知識，能力，以及組織結(jié)構(gòu)的柔性。 第三階段，制定和實施以技能、生產(chǎn)能力和依賴組織結(jié)構(gòu)為中心的各種戰(zhàn)略。事實上，制造商最大限度地提高他們在新技術(shù)上的投資的唯一方法是提升其員工的技能水平。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。最終目的是把整個生產(chǎn)流程轉(zhuǎn)變成模塊，并創(chuàng)造一個具有技能和能力的動態(tài)網(wǎng)絡，使資源快速整合來定制產(chǎn)品或服務。 *制造能力 戰(zhàn)略柔性不只是有關(guān)于靈活的勞動力，它 需要一個具有先進的工藝和 信息技術(shù)的勞動力，以滿足客戶的需求增強 。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)和重復作業(yè)則用自動機器來執(zhí)行。 戰(zhàn)略柔性允許制造公司從一個優(yōu)勢戰(zhàn)略轉(zhuǎn)移到另一個戰(zhàn)略，從一個競爭力優(yōu)先到另一個，同時也意味著資源的長期承諾和行動計劃。這一直是被那些實現(xiàn)了產(chǎn)品標準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。雖然不確定性對許多公司來說是一種威脅，但是它也能為那些具有高標準柔性的公司提供機會，無論是以市場為導向還是以資源為導向。s dictum that customers can have any color as long as it39。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 o