英语原创论文精益思想评估 以北京奔驰为例.docx
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英语原创论文精益思想评估 以北京奔驰为例.docx
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英语原创论文精益思想评估以北京奔驰为例
4.Theinfluence(Leanthinking)oftheJapanesecarmanufacturershavehadontheorganisationalperformanceofMercedes-Benz
Thespringof1950,ToyotaconductedastudyforaperiodofthreemonthstoFord,camebackwithTaiichi Ohno'sproductionanalysis,hequicklyconcluded:
Japanisnotsuitableforthemassproductionmode.BecauseJapan'sweakeconomyimpossibletobuildsuchahugeinvestmentinplantandpurchaseequipment.ToyotamustbecombinedwiththeJapanesesituationandembarkonanewpath.Fromthisvision,through20yearsofeffortstoformaleanproduction(Womack,JonesandRoos,2007).
4.1Leancommonmanagementtools
JIT(Just-in-time)methods:
Thebasicideais"onlywhennecessary,accordingtotheamountneededtoproducethedesiredproduct."Thecoreofthisproductionistopursueanon-stockproductionsystem,ortostockaminimumofproductionsystems.Carmakers'jobwillbeinstrictaccordancewiththeproductionstandardoperation,accordingtotheneedsofproduction,howmuchwouldsendthenumberofsitematerials,preventabnormalstock(WomackandJones,2003).
Kanban:
Kanbanisaproductionplantcanbeusedasmeansofcommunicationofmanagementinformation.TheKanbancardcontainsalotofinformationandcanbeusedrepeatedly.TherearetwocommonlyusedKanban:
productionKanbananddeliveryKanban.Kanbanisrelativelystraightforwardandobvious,easytomanage(Womack,JonesandRoos,2007).
Factoryinventorymanagement:
supplychaininventorymanagementisaring,aringisthemostbasic.Themanufacturingsector,enhanceinventorymanagement,canbeshortenedandthegradualeliminationoftheresidencetimeoftherawmaterials,semi-finishedproducts,reduceineffectiveworkandwaitingtime,topreventshortages,improvethreeelementsof'quality,costanddeliveryperiod'forcustomers'satisfaction.Stockmoreinventorywillbringsomeofourproblems,carmakersneedtomatchdemand(WomackandJones,2003).
TotalProductiveMaintenance(TPM):
bywayoffullparticipation,tocreatewell-designedequipmentsystems,improvetheutilizationofexistingequipmenttoachievesafetyandquality,topreventafailureoccurs,enablingbusinessestoreducecostsandoverallproductivityincrease.Notonly5Smanagement,moreimportantly,safetyanalysis,safetyproductionmanagement(Purise,2015).
Theuseofvaluestreammappingtoidentifywaste:
theproductionprocessisfullofamazingwaste,ValueStreamMappingisimplementingleansystems,infrastructureandkeyprocessestoeliminatewaste.Thedatareflectstherelationshipbetweenwasteandefficiency,clearly(Womack,JonesandRoos,2007).
Kaizen
Whenstartingtoaccuratelydeterminethevalueofidentifyingthevaluestream,socreatingvalueforaparticularproducteachstepofacontinuousflowtogether,andletthecustomerpullvaluefromtheenterprise,amiraclewillbegantoappear(WomackandJones,2003).
4.2Leanthinking'sillustrations
BasicFeatures:
A:
Intheproductionprocess,theimplementationofJITpull,toeliminatealllead,excessmanufacturing;toolingwithfastestconversiontechnology;smallerbatchestolargequantitiesofmultiplebatchesofsmallbatchproductionmode;maxlowerlimitsinproducts,increasemarketadaptability.B:
thelabourorganization,Toyotacontinuallyimprovesworkers'jobskills.C:
Intheproductionstructureandcooperativerelationsorganization,todesignandmanufactureabout70percentofautopartsplantentrustedtothecollaboration,OEMshaveacollaborationplantstake,andtotransportseniormanagementcollaborationplant.Thetransitionbetweenthetwosimpletradingrelationstoacommonkinshipinterests.D:
Inproductdevelopment,theuseofthemethod"chiefinspector"systemandconcurrentengineering.Thusgreatlyreducingthedevelopmentcycle,improvethequalityofproductdevelopment(Li,2009).
Leanthinkingoriginatedintheconceptofleanproduction,leanthinkingistheuseofavarietyofmodernmanagementmethodsandmeans,basedontheneedsofsociety,inordertogivefullplaytotheroleofpeopleasafundamental,effectiveallocationandrationaluseofresources,andthemaximumforenterprisestoseektheeconomicbenefitsofanewmanagementphilosophy.Leanthinkingapplieddemandisrelativelystable,themarketcanbemeasuredundertheenvironmentandsavealotofresources,improvesprofitmarginsandmarketcompetitiveness(Moles,ParrinoandKidwell,2011).
Leanthinkingisbasedonuserrequirementsdefinitionproductionvalue,valuestreamorganisationinaccordancewithallproductionactivitiestobepreserved,andcreatethevalueofeachactivityflowtogether,allowinguserstodemand-pullproduce.Ratherthantheproductofhardpushedtousers,exposingthehiddenvaluestreammuda,continuousimprovement,toachieveperfection(Greasleyetal.2013).
Whatismuda(MinimisationofWastes)
Source:
(Purise,2015).
4.3AssessmentofLeanThinkingatMercedes-Benz
Theauthorisnotrelatedtoautomobileproductionprofessionals,soknowslessfortheEuropeancarmakersactivityintheEuropeanmarket,sotheauthorchoosesajointventureofMercedes-Benz'sinChina-BeijingBenztoillustratetheinfluence(Leanthinking)oftheJapanesecarmanufacturershavehadontheorganisationalperformanceofMercedes-Benz.
BeijingBenzPartycommitteesecretary,SeniorExecutiveVicePresidentMr.ChenHongliangsaid:
"Standingonanewstartingpointforadecade,BeijingBenzwillgivefullplaytotheleadingroleofcross-culturalconstruction,totalent-based,leanthinkingasthebasis,withthebestqualityandthemostoutstandingproducts,makepointedstarshinebecauseBeijingBenzmoreshine!
"
QualityManagement:
quality,reflectsthehardpowertoprotectcompetitiveness.AdheringtotheMercedes-Benz"Thebestornothing"brandspiritof"thesamebrand,samequality"principle,BeijingBenzDaimlerthroughtheuseofaglobalqualitymanagementsystem,theintroductionoftheworld'sleadingproductionequipment,tocreateentirelyinlinewiththehighestglobalstandardsofDaimlerproductionlinetoensurethateverycarcanprovideuserswiththeMercedes-Benzbrandvalueofexperience.Currently,theBeijingBenzmanufacturingcapacityhasbeenfullyequippedwithDaimler,sameasGermannativeproductquality.EspeciallyinJune2014,thecylinderblock,cylinderhead,crankshaftthreecorecomponentsmanufacturedbyBeijingBenzengineplantinGermanysuccessfullysoldback,sothat"MadeinChina"toshineontheworldstagefortheluxuryautomotiveindustry(BeijingBenz,2015).
Rapidresponsetomarketchanges:
adjustmentsmadeMercedes-Benztheconfigurationandprice,inordertoimproveproductcost;launchedlong-wheelbaseE-Class300Lluxury,inordertoimprovethecompetitivenessofproductsE-Classsedan;activelyexpandthemarketingnetwork,andexpandsaleschannels;organizebriefingsandavarietyofproductstestdrivetestrideactivitiestostrengthenproductmarketinfluence.AggressivemarketinginitiativesforBeijingBenzproductsareclosertomarketdemand,morecompetitive(BeijingBenz,2015).
Humanselfishness:
BeijingBenzactivelyenhancestheirhardpower,whileinBeijingBenzbymanagement,corporatecultureandpersonneltraining,etc.Italsobuiltupasoftpower.Itcanbesaid,bothhardandsoftpower,creatingapowerfulBeijingBenz.Fordecades,onthebasisofthetwosides(GermanandChina)continuetoabsorbadvancedmanagementideasandmanagementexperience,BeijingBenzthroughprocessreengineering,managementimprovementandleanproduction,etc.,toestablishasetofunique,effectivemanagementmodel--Leanmanagement.Atthesametime,inordertoimprovemanagementefficiencyasthegoal,BeijingBenzalsoestablisheda"responsiblemanagement"operatingsystem,combinedwiththeuniquecorporatecultureanddevelopmentgoals,andultimatelytheformationofthe"lineofbusiness,responsiblemanagement,onlythebest,leanmanagement"forthecorecompetitiveness(BeijingBenz,2015).
Focusontalent:
talentistocreateyetanothersoftpowerelement.Afteradecadeofexploration,BeijingBenznowestablishedbytheprojecttraining,skillstraining,managementtraining,unique,theperfecttrainingsystemconsistingofthreesections.From2008toJuly2015,BeijingBenzdispatchedatotalofnearly1,200peopleinGermanytoparticipateintraining,totalingmorethan1600person-months,andthenforBeijingBenzandtheChineseautoindustryreservesalargenumberofhighlyqualifiedprofessionals(BeijingBenz,2015).
Inventorymanagement:
BeijingBenzininventorymanagementthroughzoningclassification,cargospacenumber,andperiodicinventorygreatlyimprovedtheefficiencyofinventorymanagement,coupledwiththeabilitytoaccuratelygraspthemarket,BeijingBenzinventoriesremainatverylownumbers(BeijingBenz,2015).
5.QualityLeadershipandEnvironmentalSustainabilityLeadershipforCarmakers
5.1QualityLeadership
Accordingto'CarmakersoutofCrisis?
',Britishcarmanufacturersneedtousequalitymanagementphilosophy,sotheauthorwilldiscussTotalQualityManagementandBeijingBenz'squalityleadershipforqualitymanagementphilosophy.
TotalQualityManagement(TQM)isaquality-centricorganization,withfullparticipationbasis,aimedatcustomersatisfactionandbyallmembersoftheorganizationandsocialbenefitandachievelong-termsuccessofthemanagementapproach.TotalQualityManagementfromthestructure,technology,personnelandchangeagents,fourelements,onlythesefouraspectsallinplace,willhaveatotalqualitymanagementofthischange(Greasleyetal.2013).
Tot
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