精益生产方式组织文化要素及其度量研究
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摘要
精益生产方式(lean production)是有别于福特所提倡的大量生产方式(mass production)的一种新生产方式。精益生产方式是从思维上彻底地颠覆传统大规模生产的手段,其目标为“在第一时间将适当的产品送达适当的地点,同时做到浪费最小化和适应市场环境的变化”。与传统生产方式存在交货时间长、生产计划经常面临变更等弊病相比,精益生产方式不但可以减少浪费,还能够增进产品流动和提高质量。自上世纪80年代通过众多学者大量调研后,己成为廿世纪后期以来在制造方式上的热点。1990年代的保时捷汽车在严重亏损的痛苦中挣扎,靠精益生产方式翻身,成了最赚钱的汽车公司之一。其它如美国哈雷·戴维森机车、美国波音飞机等,也因实施精益生产方式重启公司的辉煌岁月。国内众多的汽车业者,莫不以精益生产方式为圭臬。其它如青啤、济南钢铁等非汽车生产行业也纷纷在企业内推行精益生产方式。
大多数企业看到的精益生产方式多是表象的作业活动,例如：节拍(TAKT)作业,看板生产(kanban),安灯(andon)等。若只依此来执行自己企业的精益生产方式,则会受到限制。潜藏在外显的作业流程下,有着深层的组织文化。企业必须确认已存在于企业中的哪些文化,对于精益生产的实施是一项阻力或助力,企业领导者必须有明确的认知,才能调整目前的企业文化逐渐与精益生产所需的企业文化靠拢。
在了解与认知企业文化方面,存在定性分析(qualitative analysis)与定量测评(quantitative analysis)等两种学派。组织文化的定性分析学派主张采取现场实地观察、访谈与组织深层结构的系统性探讨。通过解读组织文化外显的人为饰物(artifacts),挖掘组织价值观(Espoused Values)与规范(norm),检验与归纳组织文化的基本假定(basic underlying assumptions),才能真正探知一个企业的文化根源。但组织文化定性分析较难进行客观的测量,在探讨组织文化、组织行为与组织绩效的关系时,较不易进行比较研究。
组织文化的定量测评学派,主张通过一定的特征与不同的维度,进行组织文化研究。量化测评在西方研究中,一直扮演着主要的测评手段。依据西方管理学基本原理,认为人的行为是可以运用定量方式加以分析,这些学者认为量化的测评方式才是正统的研究方式。
单独使用定量测量模型或量表进行组织文化测量,容易因填卷者对于问卷的认知不同,使得分析结果存在偏差。纯粹以定性研究方式测量,又因测量者对于文化表象的解读与探究深度不同,对于文化底层的基本假设,存在不同程度的认知差异。以组织观察与访谈为测量方式,搭配定量化量表与模型,将可使组织文化测量具有规范化,又足以客观分析组织文化在实施精益生产方式的要求下,需要强化或调整的文化维度。近年来企业文化的定性分析与定量测评交互运用,用以取得深度与广度兼具的企业文化评量结果,已逐渐成为学术界与产业界共同的认知。
本研究通过精益生产理论探索及精益生产方式对企业文化的要求,以精益生产方式的典型案例分析与归纳其组织文化要素,构建精益生产企业文化度量框架。最后以实际案例分析企业在推行精益生产方式,其企业文化与企业绩效的关系。
在案例分析中发现,以丹尼森(Denison)组织文化测量模型(Denison Organizational Cultural Structure,DOCS)的12个子维度加上组织惯例等合并成13个子维度,建立的精益生产企业文化整合分析框架,可以有效分析企业文化对于推行精益生产方式的影响。企业可于推行精益生产方式之前,通过量表的调查,预先掌握企业文化对于推行过程可能的影响,并采取改变企业文化的手段,促使精益生产顺利推行。在过程中也可通过量表调查,确认所有成员对于企业文化的认同、是否成为共同的价值观。至于企业文化的基本假定,则需企业高管或聘请外部专家,通过企业文化定性分析,深入企业内部观察与确认。
Lean production is a type of production method advocated by Ford beside mass production. Lean production completely overthrows mass production in terms of thoughts.Its goal is to deliver the appropriate product to the appropriate destination in the shortest time; at the same time, to waste as least as possible and adjust to the market environment. Compared to abuses such as long delivery time, frequent changes of plans, lean production not only can reduce wasting and also improve product quality and circulation. Since the 1980's after many scholars study, lead production has become the hot spot of production method. During 1990's, Porsche suffered huge loss, but overcame its hardship by implementing lean production, and became one of the most profitable companies. In US, other companies such as Harvey Davidson, Boeing also became profitable due to implementing lean production. Many domestic auto companies also try to implement lean production. Other companies such as Ji-Nan Steel and Chin Dou Beer are implementing lean production internally.
Most companies only saw the effect of lean production on surface. For example, we have TAKT, Kanban and andon production systems. If the companies only depend on those systems above to carry out their lean production method, it will soon meet limitation. There is organization culture beneath the operation system. Companies must confirm what kind of culture exists in them. Then, it must identify whether it is a advantage or disadvantage for the company. The company must identify them in order to converge its culture and the culture to promote lean production.
When understanding company culture, there are two schools:qualitative analysis and quantitative analysis. Qualitative analysis advocates real time observation, survey, and systematic study.By interpreting artifacts out of organization culture, digging espoused values and norms, verifying basic underlying assumptions of organization culture, the company can find its root of culture. However, it is hard to measure objectively when using qualitative analysis. When discussing organization culture, it is hard to do comparable study.
Quantitative analysis proponents advocate studying organization culture through Characteristic and dimensions. Quantitative analysis and model analysis both play main roles in analytical studies in western world. According to western management theories, human behavior can be analyzed by quantitative method. These scholars think quantitative testing method is the right way to study organization culture.
Using quantitative analysis exists a problem. Deviation will happen due to difference in the understanding of survey. However, Qualitative analysis will also have different results due to different interpretation of culture in which it leads to different assumptions of culture base. Using organization observation and quantitative analysis can standardize the measurement of organization culture and strengthen culture ties.Recently, the cross usage of qualitative analysis and quantitative analysis which delivers excellent company culture measurement has become the common acknowledgement among scholars and firms.
By applying lean production theory, this study use lead production case studies to illustrate organization culture factors to build up its framework. At last, the study uses real life cases to promote lean production methods to measure the relationship between company cultures and company operation efficiency.
According to case studies, Denison organization cultural structure(DOCS)'s 12 factors plus another independent factor can analyze company culture's effect on lead production. Companies can understand their culture's impact through survey before using lean production. Then the companies can change their culture to benefit the implemention of lean production. During the process, they can also make sure whether the companies'cultures have become their employees' core value. The management and external experts should confirm the basic assumptions of companies'culture.
大多数企业看到的精益生产方式多是表象的作业活动,例如：节拍(TAKT)作业,看板生产(kanban),安灯(andon)等。若只依此来执行自己企业的精益生产方式,则会受到限制。潜藏在外显的作业流程下,有着深层的组织文化。企业必须确认已存在于企业中的哪些文化,对于精益生产的实施是一项阻力或助力,企业领导者必须有明确的认知,才能调整目前的企业文化逐渐与精益生产所需的企业文化靠拢。
在了解与认知企业文化方面,存在定性分析(qualitative analysis)与定量测评(quantitative analysis)等两种学派。组织文化的定性分析学派主张采取现场实地观察、访谈与组织深层结构的系统性探讨。通过解读组织文化外显的人为饰物(artifacts),挖掘组织价值观(Espoused Values)与规范(norm),检验与归纳组织文化的基本假定(basic underlying assumptions),才能真正探知一个企业的文化根源。但组织文化定性分析较难进行客观的测量,在探讨组织文化、组织行为与组织绩效的关系时,较不易进行比较研究。
组织文化的定量测评学派,主张通过一定的特征与不同的维度,进行组织文化研究。量化测评在西方研究中,一直扮演着主要的测评手段。依据西方管理学基本原理,认为人的行为是可以运用定量方式加以分析,这些学者认为量化的测评方式才是正统的研究方式。
单独使用定量测量模型或量表进行组织文化测量,容易因填卷者对于问卷的认知不同,使得分析结果存在偏差。纯粹以定性研究方式测量,又因测量者对于文化表象的解读与探究深度不同,对于文化底层的基本假设,存在不同程度的认知差异。以组织观察与访谈为测量方式,搭配定量化量表与模型,将可使组织文化测量具有规范化,又足以客观分析组织文化在实施精益生产方式的要求下,需要强化或调整的文化维度。近年来企业文化的定性分析与定量测评交互运用,用以取得深度与广度兼具的企业文化评量结果,已逐渐成为学术界与产业界共同的认知。
本研究通过精益生产理论探索及精益生产方式对企业文化的要求,以精益生产方式的典型案例分析与归纳其组织文化要素,构建精益生产企业文化度量框架。最后以实际案例分析企业在推行精益生产方式,其企业文化与企业绩效的关系。
在案例分析中发现,以丹尼森(Denison)组织文化测量模型(Denison Organizational Cultural Structure,DOCS)的12个子维度加上组织惯例等合并成13个子维度,建立的精益生产企业文化整合分析框架,可以有效分析企业文化对于推行精益生产方式的影响。企业可于推行精益生产方式之前,通过量表的调查,预先掌握企业文化对于推行过程可能的影响,并采取改变企业文化的手段,促使精益生产顺利推行。在过程中也可通过量表调查,确认所有成员对于企业文化的认同、是否成为共同的价值观。至于企业文化的基本假定,则需企业高管或聘请外部专家,通过企业文化定性分析,深入企业内部观察与确认。
Lean production is a type of production method advocated by Ford beside mass production. Lean production completely overthrows mass production in terms of thoughts.Its goal is to deliver the appropriate product to the appropriate destination in the shortest time; at the same time, to waste as least as possible and adjust to the market environment. Compared to abuses such as long delivery time, frequent changes of plans, lean production not only can reduce wasting and also improve product quality and circulation. Since the 1980's after many scholars study, lead production has become the hot spot of production method. During 1990's, Porsche suffered huge loss, but overcame its hardship by implementing lean production, and became one of the most profitable companies. In US, other companies such as Harvey Davidson, Boeing also became profitable due to implementing lean production. Many domestic auto companies also try to implement lean production. Other companies such as Ji-Nan Steel and Chin Dou Beer are implementing lean production internally.
Most companies only saw the effect of lean production on surface. For example, we have TAKT, Kanban and andon production systems. If the companies only depend on those systems above to carry out their lean production method, it will soon meet limitation. There is organization culture beneath the operation system. Companies must confirm what kind of culture exists in them. Then, it must identify whether it is a advantage or disadvantage for the company. The company must identify them in order to converge its culture and the culture to promote lean production.
When understanding company culture, there are two schools:qualitative analysis and quantitative analysis. Qualitative analysis advocates real time observation, survey, and systematic study.By interpreting artifacts out of organization culture, digging espoused values and norms, verifying basic underlying assumptions of organization culture, the company can find its root of culture. However, it is hard to measure objectively when using qualitative analysis. When discussing organization culture, it is hard to do comparable study.
Quantitative analysis proponents advocate studying organization culture through Characteristic and dimensions. Quantitative analysis and model analysis both play main roles in analytical studies in western world. According to western management theories, human behavior can be analyzed by quantitative method. These scholars think quantitative testing method is the right way to study organization culture.
Using quantitative analysis exists a problem. Deviation will happen due to difference in the understanding of survey. However, Qualitative analysis will also have different results due to different interpretation of culture in which it leads to different assumptions of culture base. Using organization observation and quantitative analysis can standardize the measurement of organization culture and strengthen culture ties.Recently, the cross usage of qualitative analysis and quantitative analysis which delivers excellent company culture measurement has become the common acknowledgement among scholars and firms.
By applying lean production theory, this study use lead production case studies to illustrate organization culture factors to build up its framework. At last, the study uses real life cases to promote lean production methods to measure the relationship between company cultures and company operation efficiency.
According to case studies, Denison organization cultural structure(DOCS)'s 12 factors plus another independent factor can analyze company culture's effect on lead production. Companies can understand their culture's impact through survey before using lean production. Then the companies can change their culture to benefit the implemention of lean production. During the process, they can also make sure whether the companies'cultures have become their employees' core value. The management and external experts should confirm the basic assumptions of companies'culture.
引文
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1注：TMMK为丰田在美国肯塔基州乔治城丰田汽车制造厂
1注：NUMMI (New United Motor Manufactur-ing)新联合汽车制造公司
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2杰弗里·克莱,李芳龄译.丰田汽车案例--精益制造的14项管理原则.北京：中国财政经济出版社,2004,241
1杰弗里·克莱,李芳龄译.丰田汽车案例--精益制造的14项管理原则.北京：中国财政经济出版社,2004.243
1杰弗里·克莱,李芳龄译.丰田汽车案例--精益制造的14项管理原则.北京：中国财政经济出版社,2004,24
1注：TMMK为丰田在美国肯塔基州乔治城丰田汽车制造厂
1注：NUMMI (New United Motor Manufactur-ing)新联合汽车制造公司
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