泰豪科技7S现场管理应用研究
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摘要
随着科学技术的迅猛发展,国际化、全球化趋势日益明朗,世界范围内的经济竞争变得尤为激烈。如何创造并保持竞争优势,已成为每个企业生产和发展的首要问题,而对制造企业来说,企业的现场管理、成本压力就变得更加重要。现在全球推行的7S管理模式是提高企业现场管理水平、降低制造成本的一套有效手段。7S管理模式在日本被视为每个企业特别是制造型工业企业的推行的最基础、最实用的管理法宝,在美国、欧洲也被广泛应用。
泰豪科技作为制造产业占据企业产值50%以上的一家上市公司,在市场经济条件下,为了不断提高产品质量,增强企业核心竞争力,提高现场管理水平的愿望十分迫切。
本文对7S管理的一般理论概述、泰豪科技的发展实际、泰豪科技实施7S管理的实践过程,实践过程中采取的主要方法以及泰豪科技实施7S管理带来的启示,实施7S管理后的变化与竞争力提升状况,未来推行7S的对策和建议等方面进行了深入研究,力求在理论与实践结合的基础上,对泰豪科技实施7S管理的起因、过程、成功以及今后的改进方向等进行全面研究,以期对泰豪科技今后的现场管理工作、7S班组文化建设推进有所帮助,对其它制造型企业推进7S现场管理有所借鉴作用。
Along with science's and technology's rapid development, the internationalization, the globalized tendency are day by day bright, in worldwide scale's economic competition becomes especially intense. How to create and tmaintain the competitive advantage, has become the most important question of each enterprises, and to the Manufacturing firm, enterprise's scene management, the cost pressure becomes more important. Now the global carrying out 7S management pattern is raising the enterprise scene management level, and reducing the production cost set of effective measures. The 7S management pattern regarded as in Japan is the most foundation, the practical management magic weapon,specially in the manufacture Industrial enterprise's,the same in the US and Europe.
Tellhow Sci-tech is a listed company in which manufacture industry holds above 50% enterprise output value. Under market economy condition, improving the product quality and enterprise key competitiveness unceasingly, raising the scene management level, Tellhow is very urgent.
This article dissertated the 7SⅡmanagement's general theory outline, the actual development of Tellhow, the practice process of Tellhow, the main method in the process adopts,the enlightenment the change and the competitive power promotion condition which Tellhow bring us. I carry out aspects in the future and so on about 7S countermeasure and suggestion which will make every effort in the theory and in the practice union foundation, will implement the cause, the process, the success as well as present improvement direction, the 7S teams and groups cultural and so on,and help other manufacture industry.
泰豪科技作为制造产业占据企业产值50%以上的一家上市公司,在市场经济条件下,为了不断提高产品质量,增强企业核心竞争力,提高现场管理水平的愿望十分迫切。
本文对7S管理的一般理论概述、泰豪科技的发展实际、泰豪科技实施7S管理的实践过程,实践过程中采取的主要方法以及泰豪科技实施7S管理带来的启示,实施7S管理后的变化与竞争力提升状况,未来推行7S的对策和建议等方面进行了深入研究,力求在理论与实践结合的基础上,对泰豪科技实施7S管理的起因、过程、成功以及今后的改进方向等进行全面研究,以期对泰豪科技今后的现场管理工作、7S班组文化建设推进有所帮助,对其它制造型企业推进7S现场管理有所借鉴作用。
Along with science's and technology's rapid development, the internationalization, the globalized tendency are day by day bright, in worldwide scale's economic competition becomes especially intense. How to create and tmaintain the competitive advantage, has become the most important question of each enterprises, and to the Manufacturing firm, enterprise's scene management, the cost pressure becomes more important. Now the global carrying out 7S management pattern is raising the enterprise scene management level, and reducing the production cost set of effective measures. The 7S management pattern regarded as in Japan is the most foundation, the practical management magic weapon,specially in the manufacture Industrial enterprise's,the same in the US and Europe.
Tellhow Sci-tech is a listed company in which manufacture industry holds above 50% enterprise output value. Under market economy condition, improving the product quality and enterprise key competitiveness unceasingly, raising the scene management level, Tellhow is very urgent.
This article dissertated the 7SⅡmanagement's general theory outline, the actual development of Tellhow, the practice process of Tellhow, the main method in the process adopts,the enlightenment the change and the competitive power promotion condition which Tellhow bring us. I carry out aspects in the future and so on about 7S countermeasure and suggestion which will make every effort in the theory and in the practice union foundation, will implement the cause, the process, the success as well as present improvement direction, the 7S teams and groups cultural and so on,and help other manufacture industry.
引文
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[4]营云川.基层干部管理务实[M].广州：广东经济出版社,2003,2.
[5]官生平.SPC统计制程管理[M].厦门：厦门大学出版社.
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[15]门田安弘,李伟,李晴译.丰田现场管理方式[M].北京：东方出版社,2007.
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[17]杨沛霆.企业家的学问[M].北京：中国经济出版社,2005.
[18]汪玉春.推进TPS从何处入手[J].中外管理,2007,(12).
[19]张拯波.关于5S与企业标准化的探讨[J].上海标准化,2006,(10).
[20]朱启祥.看板管理在日常办公工作中的应用[J].企业技术开发,2004,(08).
[21]张齐刚,童艺川.车间“5S”管理的应用研究[J].科技与管理,2001,(01).
[22]张喜征.目视管理的现场运作[J].管理工程师,2001,(03).
[23]李广泰.看板与现场管理[M].深圳：海天出版社,2005,6.
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[30]吉姆.柯林斯,俞利军译.从优秀到卓越[M].北京：中信出版社,2004.
[31]亚历克斯.米勒,何瑛等译.战略管理(第三版)[M].北京：经济管理出版社,2004.
[32]斯蒂芬.P.罗宾斯,玛丽.库尔特,孙健敏等译.管理学(第七版)[M].北京：中国人民大学出版社,2004.
[33]彼得.圣吉,郭进隆译.第五项修炼[M].上海：上海三联书店,2004.
[34]金光熙.生产管理[M].上海：上海人民出版社,2002.
[35]佟军,安涤.推行5S管理模式[J].企业管理,2001,(1)
[36]平野裕之,古谷诚.改变公司面貌的5S[M].北京：北京大学出版社,2004.
[37]李少京.6S管理的基本概念[N].航天长征报,2005,03,07,(2)
[38]张平勤.企业文化建设刍议[J].思想政治工作研究,2001,(10)
[39]Jones C,Medlen N. The Lean Enterprise[M]. International Journal of BT Technology,1997.
[40]Monden, Y.Toyota. Production Systerm[J]. Institute of Industrial Engineering,1983.
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[42]Pansen H. Floor Management scene. Dictionary of Contemporary English (2nd ed)[M]. Longman Group UK Ltd,1987.
[43]Luc Bongaerts, Paul Valckenaers, Hendrik van Brussel, Jo Wyns. Schedule execution for a holonic shop floor control system [M]. In:Proc. of the ASI-95 of NOE on ICIMS (Advanced Summer Institute'95 of the Network of Excellence on Intelligent Control and Integrated Manufacturing Systems), June 1995.
[44]J. W. M. Bertrand, J. Wijngaard, J. C. Wortmann. Production control systems:a structural and design-oriented approach[M]. Elsevier: Amsterdam,1990.
[45]P. J. M. Timmermans. Modular design of information systems for shop floor control[M]. Ph. D. Thesis(2nd ed.). Eindhoven University of Technology,1993.
[46]P.Valckenaers.Flexibility for integrated production automa tion[M]. Ph.D. Thesis (2nd ed.). K. U. Leuven,1993.
[47]P. Valckenaers, F. Bonneville, H. van Brussel, L. Bongaerts, J. Wyns. Results of the holonic control system benchmark at KU Leuven[M]. Rensselaer's 4th International Conference on Computer Integrated Manufacturing and Automation Technology. Rensselaer Polytechnic Institute New York, October 1994.
[48]A. Koestler. The Ghost in the Machine[M]. Arkana London,1989.
[49]J. C. Brancheau, C. V. Brown. The management of end-user computing status and directions[M]. ACM Computing Surveys,1993.
[50]Chr.Nedeb,U.Jacob. A case-based reasoning approach towards learning from experience connecting design and shop floor[M].TUHH.Germany,1996.
[2]孙少雄.如何推行5S-塑造人的品质[M].厦门：厦门大学出版社,2001,2.
[3]陆霞.我国企业推行5S活动的初步探讨[J].法制与社会,2006,(20).
[4]营云川.基层干部管理务实[M].广州：广东经济出版社,2003,2.
[5]官生平.SPC统计制程管理[M].厦门：厦门大学出版社.
[6]美国朱兰研究院.六西格玛基础教材[M].上海：上海质量管理科学研究院译.中国财政经济出版社,2002,11.
[7]张弛.六西格玛控制阶段[M].广州：广东经济出版社,2003,4.
[8]众行管理资讯研发中心.管理工具全解[M].广州：广东经济出版社.
[9]许文治.NPS现场管理操作手册[M].广州：广东经济出版社,2002,7.
[10]祖林,简健民.班组管理改善手法80例[M].广州：广东经济出版社,2006,9.
[11]陈心德,吴忠.生产运营管理[M].北京：清华大学出版社,2006.
[12]吴健.生产运作管理[M].广州：广东经济出版社,2007.
[13]刘胜军.精益生产方式——现场IE[M].深圳：海天出版社,2007.
[14]孙少雄.如何推行5S[M].厦门：厦门大学出版社,2001.
[15]门田安弘,李伟,李晴译.丰田现场管理方式[M].北京：东方出版社,2007.
[16]李荣融,刘震涛,黄德海等.筚路蓝缕[M].北京：清华大学出版社,2007.
[17]杨沛霆.企业家的学问[M].北京：中国经济出版社,2005.
[18]汪玉春.推进TPS从何处入手[J].中外管理,2007,(12).
[19]张拯波.关于5S与企业标准化的探讨[J].上海标准化,2006,(10).
[20]朱启祥.看板管理在日常办公工作中的应用[J].企业技术开发,2004,(08).
[21]张齐刚,童艺川.车间“5S”管理的应用研究[J].科技与管理,2001,(01).
[22]张喜征.目视管理的现场运作[J].管理工程师,2001,(03).
[23]李广泰.看板与现场管理[M].深圳：海天出版社,2005,6.
[24]斯图尔特.克雷纳,邱琼等译.管理百年[M].海南：海南出版社,2003
[25]甘华鸣.生产作业[M].北京：中国国际广播出版社,2002.
[26]胡宇辰.企业管理学(第三版)[M].北京：经济管理出版社,2003.
[27]蔡世馨.现代生产管理[M].大连：东北财经大学出版社,2000.
[28]曹德弼.现代生产管理学(第二版)[M].北京：清华大学出版社,2003.
[29]王世良.生产与运作管理[M].北京：华文出版社,2001.
[30]吉姆.柯林斯,俞利军译.从优秀到卓越[M].北京：中信出版社,2004.
[31]亚历克斯.米勒,何瑛等译.战略管理(第三版)[M].北京：经济管理出版社,2004.
[32]斯蒂芬.P.罗宾斯,玛丽.库尔特,孙健敏等译.管理学(第七版)[M].北京：中国人民大学出版社,2004.
[33]彼得.圣吉,郭进隆译.第五项修炼[M].上海：上海三联书店,2004.
[34]金光熙.生产管理[M].上海：上海人民出版社,2002.
[35]佟军,安涤.推行5S管理模式[J].企业管理,2001,(1)
[36]平野裕之,古谷诚.改变公司面貌的5S[M].北京：北京大学出版社,2004.
[37]李少京.6S管理的基本概念[N].航天长征报,2005,03,07,(2)
[38]张平勤.企业文化建设刍议[J].思想政治工作研究,2001,(10)
[39]Jones C,Medlen N. The Lean Enterprise[M]. International Journal of BT Technology,1997.
[40]Monden, Y.Toyota. Production Systerm[J]. Institute of Industrial Engineering,1983.
[41]Bartsch,H.Bickenbach, P. Supply. Chain Management Mit SAPAPO 2nd ed[M]. Galieo press, Bonn,2001.
[42]Pansen H. Floor Management scene. Dictionary of Contemporary English (2nd ed)[M]. Longman Group UK Ltd,1987.
[43]Luc Bongaerts, Paul Valckenaers, Hendrik van Brussel, Jo Wyns. Schedule execution for a holonic shop floor control system [M]. In:Proc. of the ASI-95 of NOE on ICIMS (Advanced Summer Institute'95 of the Network of Excellence on Intelligent Control and Integrated Manufacturing Systems), June 1995.
[44]J. W. M. Bertrand, J. Wijngaard, J. C. Wortmann. Production control systems:a structural and design-oriented approach[M]. Elsevier: Amsterdam,1990.
[45]P. J. M. Timmermans. Modular design of information systems for shop floor control[M]. Ph. D. Thesis(2nd ed.). Eindhoven University of Technology,1993.
[46]P.Valckenaers.Flexibility for integrated production automa tion[M]. Ph.D. Thesis (2nd ed.). K. U. Leuven,1993.
[47]P. Valckenaers, F. Bonneville, H. van Brussel, L. Bongaerts, J. Wyns. Results of the holonic control system benchmark at KU Leuven[M]. Rensselaer's 4th International Conference on Computer Integrated Manufacturing and Automation Technology. Rensselaer Polytechnic Institute New York, October 1994.
[48]A. Koestler. The Ghost in the Machine[M]. Arkana London,1989.
[49]J. C. Brancheau, C. V. Brown. The management of end-user computing status and directions[M]. ACM Computing Surveys,1993.
[50]Chr.Nedeb,U.Jacob. A case-based reasoning approach towards learning from experience connecting design and shop floor[M].TUHH.Germany,1996.