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| 论文编号： | 2887 | |
| 作者编号： | 2120082429 | |
| 上传时间： | 2010/12/15 12:18:59 | |
| 中文题目： | 丹纳赫西特公司丰田生产方式扎根管理研究 | |
| 英文题目： | study of taking root of TPS in Danaher Setra | |
| 指导老师： | 张金成 | |
| 中文关键字： | 丰田生产方式 扎根主线 组织保障 文化保障 | |
| 英文关键字： | Toyota Production System; take root; organization assurance; culture assurance | |
| 中文摘要： | 介绍丰田生产方式的文章非常多，各有重点和特色，有的重点介绍该生产方式产生的背景；有的利用大量数据将其和大规模生产方式相比较；有的广泛对比日本、美国和欧洲的知名企业的业绩和运作模式得出孰优孰劣；有的则衍生至企业管理的多个方面包括研发、销售、财务等方面；当然也有大野耐一先生那样原汁原味描写丰田公司各方面运作方式。但是，能够具体讨论丰田生产方式如何能在中国企业中扎根的文章却不多。 本人就职于一家美资企业的中国工厂，该工厂在中国已经有15年的经营历史，已具有中国企业的很多特点。6年前，其母公司被另一家美国公司收购，而后者在美国属于最早接收丰田生产方式理念并运用的公司之一，并多年与源自丰田员工的新技术管理咨询公司合作，颇得TPS管理心得。3年前工厂开始实行精益化转变，本人恰经历此阶段。经过两年多的努力，工厂的企业文化和运作模式已有根本的转变，虽谈不上成功，但也有几分神似。 本文以此实例作为企业运作的形象补充描述，结合作者个人的总结和经验，分析中国企业和丰田公司各自所处的企业和社会环境不同，力图呈现一个更生动的更适合中国企业的丰田生产方式的转变和保持过程。同时本文摒弃了以往TPS文章大谈比较优势和描绘美好前景的习惯，从基础工作出发讨论一个公司如何使适合自己的丰田生产方式能够建立、保持并扎根。 | |
| 英文摘要： | There are many articles talking about Toyota Production System (TPS). Some are talking about the background of TPS; some are making the comparison between TPS and mass production according to application data; some compare the advantage between the performances of company in Japan, US and Europe; some extend the application of TPS to R&D, sales and finance; also there is the original TPS article from Ono San. But seldom talking about how TPS could take root in a Chinese enterprise. The writer is working in an American invested factory in Tianjin China. The facility has been established for 15 years. 6 years ago, its holding company was purchased by Danaher, which is one of companies applying TPS at earliest in US and very familiar with TPS application. 3 years ago, the factory began to lean conversion. After 2 years, the culture and operation mode is changed. This disquisition is base on writer’s personal experience and conclusion, and complement by examples of enterprise operation. The paper also analyze the difference of environment between Chinese company and Toyota company and try to describe a more adaptive way of TPS conversion for Chinese company. Some detail also been discussed to learn how to set up a adaptive TPS way and keep it in a company. | |
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