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文章以主要篇幅围绕该公司生产管理方式的基本点——坚持不懈的改进活动,分4个方面进行了详细介绍。日产汽车的做法是:作业的标准化不依靠事先制定好的操作手册,而是以目前最适合的做法,也就是将成为下一步改进基础的东西为标准。他们注重将企业的经营目标分解成生产现场的目标,强调两者结合,从而使企业方针得到有效的贯彻。日产公司还开展生产现场、技术部门和管理部门一体化的活动,在以往的现场小组活动的基础上进一步提高了持续改进的幅度和深度。他们以开展全员参与的改进活动为目标,精心培育“现场监督员”等关键人才,以确保改进活动的有效开展。文章最后还谈到了日产汽车于10年前引进的一切以顾客为基点的“同步生产”方式,并简要介绍了结合该生产方式开展持续改进活动的具体做法。
The article mainly covers the basic points of production and management of the company, its unremitting improvement activities, which are described in detail in four aspects. Nissan’s approach is: standardization of operations do not rely on the development of a good operating manual, but at present the most suitable approach, which is to be the next step to improve the basis of things as the standard. They focus on the company’s business objectives into the production site objectives, emphasizing the combination of the two, so that the enterprise approach to be effectively implemented. Nissan also carried out production site, technical departments and management integration activities, based on the previous on-site group activities to further improve the scope and depth of continuous improvement. They aim to carry out all-round improvement activities and carefully nurture key personnel such as “site supervisors” to ensure effective improvement of activities. Finally, the article also talks about all customer-based “synchronous production” introduced by Nissan 10 years ago and gives a brief introduction of the specific practices of continuous improvement combined with this mode of production.