代工企业精益生产应用模型研究
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摘要
随着劳动力和原料成本提升、外包企业议价能力的增强、人民币升值及国际反倾销不断升级,使得我国代工企业面临不容乐观的宏观形势。同时,由于我国代工企业存在一些管理及技术上的先天不足,内部的技术、资金实力薄弱,使其朝产业链两端即研发和品牌延伸中存在很大的障碍和瓶颈。从而,为保持代工企业成本优势,以低成本著称的精益生产方式成为其求得生存的必然选择。
本文在对我国代工及代工企业特点、精益生产内涵及其特点以及代工企业的精益生产特点进行分析的基础上,从系统的角度构建了代工企业实施精益生产的内外部的应用模型。其中,外部应用模型主要从与供应商和外包商之间的合作中实现精益化,而内部模型则是从企业内部的精益文化、精益现场、精益流程以及精益品质四个层面实现内部生产系统的精益化。为更好的指导精益生产的开展和衡量其系统应用水平,本文从该内外部应用模型中提炼出精益生产应用水平的评价指标,并利用AHP-FCEM评价模型来衡量精益生产在代工企业中的系统应用水平以便检验成果和指导实践。最后通过个案验证了该精益生产应用模型及其应用水平的综合评价方法在代工企业中的可行性及有效性。
in recent years China's OEM enterprises have faced up with the macroeconomic situation which is not optimistic, such as labor and material costs rised, bargaining power of outsourcing company strengthened, RMB appreciation and international anti-dumping escalated. At the same time, due to the innate deficiencies of management and technique, and the weakness of internal financial ability, there exist great obstacles and bottlenecks when OEM developed towards two ends of the industry chain which is R&D and brand extension.Therefor, the primary goal for OEM business to survival is to retain its cost advantage, lean production generally known as low-cost method must be the inevitable choice.
This article based on the analysis of OEM and OEM enterprises’characteristics, lean production and the characteristics of lean production and the characteristics of lean production in OEM enterprises, constructed the internal and external lean production application model from a system point of view .The external application model is focus on the lean relationship between suppliers and customers, and the internal application model is from lean culture, lean shop, lean process and the lean quality to realize the lean production. Besides, in order to measure the application level of the lean production, extract evaluation index from the application model of lean production, and use AHP-FCEM model to comprehensively evaluate the application of lean production. Finally, the case confirms the feasibility of application models in OEM enterprises and the effectiveness of comprehensive evaluation model.
本文在对我国代工及代工企业特点、精益生产内涵及其特点以及代工企业的精益生产特点进行分析的基础上,从系统的角度构建了代工企业实施精益生产的内外部的应用模型。其中,外部应用模型主要从与供应商和外包商之间的合作中实现精益化,而内部模型则是从企业内部的精益文化、精益现场、精益流程以及精益品质四个层面实现内部生产系统的精益化。为更好的指导精益生产的开展和衡量其系统应用水平,本文从该内外部应用模型中提炼出精益生产应用水平的评价指标,并利用AHP-FCEM评价模型来衡量精益生产在代工企业中的系统应用水平以便检验成果和指导实践。最后通过个案验证了该精益生产应用模型及其应用水平的综合评价方法在代工企业中的可行性及有效性。
in recent years China's OEM enterprises have faced up with the macroeconomic situation which is not optimistic, such as labor and material costs rised, bargaining power of outsourcing company strengthened, RMB appreciation and international anti-dumping escalated. At the same time, due to the innate deficiencies of management and technique, and the weakness of internal financial ability, there exist great obstacles and bottlenecks when OEM developed towards two ends of the industry chain which is R&D and brand extension.Therefor, the primary goal for OEM business to survival is to retain its cost advantage, lean production generally known as low-cost method must be the inevitable choice.
This article based on the analysis of OEM and OEM enterprises’characteristics, lean production and the characteristics of lean production and the characteristics of lean production in OEM enterprises, constructed the internal and external lean production application model from a system point of view .The external application model is focus on the lean relationship between suppliers and customers, and the internal application model is from lean culture, lean shop, lean process and the lean quality to realize the lean production. Besides, in order to measure the application level of the lean production, extract evaluation index from the application model of lean production, and use AHP-FCEM model to comprehensively evaluate the application of lean production. Finally, the case confirms the feasibility of application models in OEM enterprises and the effectiveness of comprehensive evaluation model.
引文
[1]齐二石.现代工业工程与管理[M].天津:天津大学出版社,2007:31.
[2]魏浩.关于我国“代工企业”应对金融危机的思考[J].经济界,2009,4:42～46.
[3]黄燕,冯禹丁.代工企业的品牌冲动[J].互联网周刊,2003:30.
[4]陈颖.我国纺织服装企业国际化经营中的贴牌战略[J].上海纺织科技,2003,3:1～3.
[5]刘志彪.中国沿海地区制造业发展:国际代工合作模式与创新[J].南开经济研究,2005,5 :37～58.
[6]王世豪.国际化经营中OEM方式的效应分析[J].国际经贸探索,2006.5:76～80.
[7]王建平.国际代工模式下的本地产业空心化危机及应对措施[J].中国经贸导刊,2006,2:28～29.
[8] Hobday,M. Innovation in East Asia: The Challenge to Japan[M]. Edward Elgar,1995.
[9] Mathews,J. A.,Cho, D.S. Tiger. Technology: The Creation of Semiconductor Industry in East Asia[M]. Cambridge: Cambridge University Press,2000.
[10] Gereffi G. International Trade and Industrial Upgrading in the Apparel Commodity Chain[J].Journal of International Economics ,1999:48 .
[11] Humphrey,J., Schmitz,H.How Does Insertion in Global Value Chains Affect Upgrading in Industrial Cluster[J].Regional Studies,2002,36:9.
[12]黄永明,何伟,聂鸣.全球价值链视角下中国纺织服装企业的升级路径选择[J].中国工业经济,2006,5:56～63.
[13]卜国琴,刘德学.中国服装加工贸易升级研究——基于全球服装生产的网络视角[J].国际贸易,2006,11:27～31.
[14]郑文胜.代工之路还可以走多元?[J].引进与决策,2005,5:5～6.
[15]胡军,陶锋,陈建林.珠三角OEM企业持续成长的路径选择[J].中国工业经2005,8:42～49.
[16]谭力文,马海燕,刘林青.服装产业国际竞争力——基于全球价值链的深层透视[J].中国工业经济,2008,10:64～74.
[17]瞿宛文.海外扩展必须具有长期竞争优势[J].21世纪商业评论,2006,1:130～133.
[18]桑百川.代工企业转型难在“不能做”和“不愿做”[J].法人,2009.2.
[19]詹姆斯.P.沃麦克,丹尼尔.T.琼斯.精益思想[M].北京:商务印书馆,1999.
[20]魏大鹏.丰田生产方式研究一准时化生产方式的技术支撑体系[M].天津:天津科学技术出版社,2003.
[21]齐二石.丰田生产方式及其在中国的应用分析[J].工业工程与管理,1997,2:37～39.
[22]赵晓波,周兆英.丰田生产系统特性分析[J].中国机械工程,1997,8(l):62～65.
[23] Hallgren,Mattias,Olhager.Jan. International Journal of Operations & Production Management,2009,Vol. 29 Issue 10:976～999.
[24] Riezebos.Jan,Klingenberg.Warse,Hicks.Christian[J]. Computers in Industry, May2009, Vol. 60Issue 4 :237～247.
[25]迈克尔.L.乔治.精益六西格玛[M].北京:机械工业出版社,2002:59.
[26]何祯,施亮星.质量计划与连续质量改进[J].工业工程,2001,4(4):13～17.
[27]袁红兵,黄新燕,李小宁.精益生产和敏捷制造在集成供应链管理系统中的综合应用[J].工业工程,2000,4:11～14.
[28]孔造杰,张海娟.准时化生产方式所采用技术的互动原理研究[J].计算机集成制造系统,2001,7(l):69～71.
[29]狄瑞坤,蒋君侠.集成精益生产和敏捷制造的混合供应链[J].浙江大学学报, 2002,2:269～272.
[30]刘胜军.精益生产一现代IE[M].深圳:海天出版社,2003,0.
[31]布鲁斯.汉德生,乔格.拉科.精益企业[M].北京:企业管理出版社,2005.
[32] Osterman,P.How Common is Workplace Transformation and Who Adopts It?[J]. Industrial and Labor Relations Review,1994,47(2):173～188.
[33] Nelson,R.R,Winter,S.G.An Evolutionary Theory of Economic Change.Harvard University Press,Cambridge,MA,1982.
[34] Pil,F.K.,MacDuffie,J.P.The Adiption of High-Involvement Work Practices[J]. Industrial Relations,1996,35(3):423～455.
[35] Stinchcombe,A.Social structure and organizations.In:March,J.(Ed),Handbook of Industrial Organization[M].Chicago:Rand McNally,IL,1965:142～193.
[36] Moch,M.K.Structure and Organizational Resource Allocation.Administrative Science Quarterly[J].1976,21(4):661～674.
[37] Chandler Jr.,A.D.Strategy and Structure:Chapters in the History of the Industrial Enterprise. MIT Press,Cambridge,MA,1962.
[38] Child,J.Organization Structure and Strategies of Control—a Replication of the Aston Study[J]. Administative Science Quarterly,1972,17(2):163～177.
[39] Rachna Shah,PeterT.Ward.Lean Manufacturing:Context,Practice Bundles And Performance[J] .Journal of Operations Management,2003:129～149.
[40]顾永生.精益生产哲理在上海大众发动机厂的应用探讨[J].工业工程与管理,1997 : 49～55.
[41]曹小仪.对精益生产方式在跃进集团[J].企业管理,1998:20～21.
[42]韩晓露,杨光薰.精益生产在我国卫星生产集成化中的应用[J].航天工业管理,1999,7:20～22.
[43]孙明海.精益制造对汽车零部件制造业的启示[J].现代零部件,2009,8:54～56.
[44]齐二石,张洪亮.工厂精益设计的框架及实施方法[J].科学学与科学技术, 2009,9:167～171.
[45]杨云峰.我国代工企业的现状及对策分析[J].科技经济市场,2009,8 :27～28.
[46]门田安弘.丰田生产方式的新发展[M].西安:西安交通大学出版社,1985,12.
[47]詹姆斯.P.沃麦克,丹尼尔.T.琼斯.精益思想[M].北京:商务印书馆,2005.
[48]王新荣,范玉清.基于精益生产的企业价值流的研究[J].制造自动化,2001,8:28～30.
[49]王国化.丰田制造真经[M].北京:北京工业大学出版社,2006,1:289.
[50]周会娜.先进制造技术及其重点发展方向[J].精密制造与自动化,2006,4:9～12.
[51]阎宪新,顾立刚.精益生产条件下的供应商模糊综合评价方法[J].机械管理开发, 2004,6:100～103.
[52]齐二石,程文明.丰田生产方式评价指标的建立及其应用研究[J].科学学与科学技术管理,2005,4:141～144.
[53]叶飞帆,华尔天.精益企业理念与精益生产实现模式研究[J].管理工程学报, 1998.6:25～29.
[54]王莲芬,许树柏.层次分析引论[M].北京:中国人民大学出版社, 1990.
[55]杨剑波.多目标决策方法与应用[M].长沙:湖南出版社,1996:65.
[2]魏浩.关于我国“代工企业”应对金融危机的思考[J].经济界,2009,4:42～46.
[3]黄燕,冯禹丁.代工企业的品牌冲动[J].互联网周刊,2003:30.
[4]陈颖.我国纺织服装企业国际化经营中的贴牌战略[J].上海纺织科技,2003,3:1～3.
[5]刘志彪.中国沿海地区制造业发展:国际代工合作模式与创新[J].南开经济研究,2005,5 :37～58.
[6]王世豪.国际化经营中OEM方式的效应分析[J].国际经贸探索,2006.5:76～80.
[7]王建平.国际代工模式下的本地产业空心化危机及应对措施[J].中国经贸导刊,2006,2:28～29.
[8] Hobday,M. Innovation in East Asia: The Challenge to Japan[M]. Edward Elgar,1995.
[9] Mathews,J. A.,Cho, D.S. Tiger. Technology: The Creation of Semiconductor Industry in East Asia[M]. Cambridge: Cambridge University Press,2000.
[10] Gereffi G. International Trade and Industrial Upgrading in the Apparel Commodity Chain[J].Journal of International Economics ,1999:48 .
[11] Humphrey,J., Schmitz,H.How Does Insertion in Global Value Chains Affect Upgrading in Industrial Cluster[J].Regional Studies,2002,36:9.
[12]黄永明,何伟,聂鸣.全球价值链视角下中国纺织服装企业的升级路径选择[J].中国工业经济,2006,5:56～63.
[13]卜国琴,刘德学.中国服装加工贸易升级研究——基于全球服装生产的网络视角[J].国际贸易,2006,11:27～31.
[14]郑文胜.代工之路还可以走多元?[J].引进与决策,2005,5:5～6.
[15]胡军,陶锋,陈建林.珠三角OEM企业持续成长的路径选择[J].中国工业经2005,8:42～49.
[16]谭力文,马海燕,刘林青.服装产业国际竞争力——基于全球价值链的深层透视[J].中国工业经济,2008,10:64～74.
[17]瞿宛文.海外扩展必须具有长期竞争优势[J].21世纪商业评论,2006,1:130～133.
[18]桑百川.代工企业转型难在“不能做”和“不愿做”[J].法人,2009.2.
[19]詹姆斯.P.沃麦克,丹尼尔.T.琼斯.精益思想[M].北京:商务印书馆,1999.
[20]魏大鹏.丰田生产方式研究一准时化生产方式的技术支撑体系[M].天津:天津科学技术出版社,2003.
[21]齐二石.丰田生产方式及其在中国的应用分析[J].工业工程与管理,1997,2:37～39.
[22]赵晓波,周兆英.丰田生产系统特性分析[J].中国机械工程,1997,8(l):62～65.
[23] Hallgren,Mattias,Olhager.Jan. International Journal of Operations & Production Management,2009,Vol. 29 Issue 10:976～999.
[24] Riezebos.Jan,Klingenberg.Warse,Hicks.Christian[J]. Computers in Industry, May2009, Vol. 60Issue 4 :237～247.
[25]迈克尔.L.乔治.精益六西格玛[M].北京:机械工业出版社,2002:59.
[26]何祯,施亮星.质量计划与连续质量改进[J].工业工程,2001,4(4):13～17.
[27]袁红兵,黄新燕,李小宁.精益生产和敏捷制造在集成供应链管理系统中的综合应用[J].工业工程,2000,4:11～14.
[28]孔造杰,张海娟.准时化生产方式所采用技术的互动原理研究[J].计算机集成制造系统,2001,7(l):69～71.
[29]狄瑞坤,蒋君侠.集成精益生产和敏捷制造的混合供应链[J].浙江大学学报, 2002,2:269～272.
[30]刘胜军.精益生产一现代IE[M].深圳:海天出版社,2003,0.
[31]布鲁斯.汉德生,乔格.拉科.精益企业[M].北京:企业管理出版社,2005.
[32] Osterman,P.How Common is Workplace Transformation and Who Adopts It?[J]. Industrial and Labor Relations Review,1994,47(2):173～188.
[33] Nelson,R.R,Winter,S.G.An Evolutionary Theory of Economic Change.Harvard University Press,Cambridge,MA,1982.
[34] Pil,F.K.,MacDuffie,J.P.The Adiption of High-Involvement Work Practices[J]. Industrial Relations,1996,35(3):423～455.
[35] Stinchcombe,A.Social structure and organizations.In:March,J.(Ed),Handbook of Industrial Organization[M].Chicago:Rand McNally,IL,1965:142～193.
[36] Moch,M.K.Structure and Organizational Resource Allocation.Administrative Science Quarterly[J].1976,21(4):661～674.
[37] Chandler Jr.,A.D.Strategy and Structure:Chapters in the History of the Industrial Enterprise. MIT Press,Cambridge,MA,1962.
[38] Child,J.Organization Structure and Strategies of Control—a Replication of the Aston Study[J]. Administative Science Quarterly,1972,17(2):163～177.
[39] Rachna Shah,PeterT.Ward.Lean Manufacturing:Context,Practice Bundles And Performance[J] .Journal of Operations Management,2003:129～149.
[40]顾永生.精益生产哲理在上海大众发动机厂的应用探讨[J].工业工程与管理,1997 : 49～55.
[41]曹小仪.对精益生产方式在跃进集团[J].企业管理,1998:20～21.
[42]韩晓露,杨光薰.精益生产在我国卫星生产集成化中的应用[J].航天工业管理,1999,7:20～22.
[43]孙明海.精益制造对汽车零部件制造业的启示[J].现代零部件,2009,8:54～56.
[44]齐二石,张洪亮.工厂精益设计的框架及实施方法[J].科学学与科学技术, 2009,9:167～171.
[45]杨云峰.我国代工企业的现状及对策分析[J].科技经济市场,2009,8 :27～28.
[46]门田安弘.丰田生产方式的新发展[M].西安:西安交通大学出版社,1985,12.
[47]詹姆斯.P.沃麦克,丹尼尔.T.琼斯.精益思想[M].北京:商务印书馆,2005.
[48]王新荣,范玉清.基于精益生产的企业价值流的研究[J].制造自动化,2001,8:28～30.
[49]王国化.丰田制造真经[M].北京:北京工业大学出版社,2006,1:289.
[50]周会娜.先进制造技术及其重点发展方向[J].精密制造与自动化,2006,4:9～12.
[51]阎宪新,顾立刚.精益生产条件下的供应商模糊综合评价方法[J].机械管理开发, 2004,6:100～103.
[52]齐二石,程文明.丰田生产方式评价指标的建立及其应用研究[J].科学学与科学技术管理,2005,4:141～144.
[53]叶飞帆,华尔天.精益企业理念与精益生产实现模式研究[J].管理工程学报, 1998.6:25～29.
[54]王莲芬,许树柏.层次分析引论[M].北京:中国人民大学出版社, 1990.
[55]杨剑波.多目标决策方法与应用[M].长沙:湖南出版社,1996:65.