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企业为了提高竞争力,除了不断加强新产品开发、生产、销售和服务等核心业务环节以外,还必须大量收集与核心环节有关的各种业务信息、不断变化的顾客信息和必须及时掌握的生产过程信息,将它们整理加工,实现信息的可视化和共有化。由此,可有效地支持问题的解决和方针的决定,并成为增强企业体质的重要手段。日本《质量管理》杂志于去年连载的“今后的商品生产和质量管理”系列之三“经营管理与可视化”专辑聚焦经营管理中的“可视化”问题,刊登了小松制作所等4家公司的案例,介绍了各企业在经营管理的不同环节中开展“可视化”活动的具体做法和实际效果。L.B(Lowland Berger)咨询公司主管山边圭介和顾问山本和一为该专辑撰写了题为“通过可视化推动经营改革”的主题论文,从理论上就经营管理的可视化问题进行了较为全面而系统的论述。该论文首先对“可视化”活动作出了具体定义,然后分为“管理用可视化”和“自律用可视化”两种类型作了展开介绍,并从4个方面对“如何真正发挥可视化的作用”进行了详细说明。文章进而分析了某公司可视化活动的案例,从经营方针定位、中坚人才培养、存在问题的可视化和跨越部门的可视化等6个方面介绍了若干行之有效的做法。最后归纳得出通过“可视化”可提高问题解决能力和增强企业体质的结论。
In order to enhance their competitiveness, enterprises must continuously collect various business information related to the core links, constantly changing customer information and production processes that must be timely, in addition to continuously strengthening core business links such as new product development, production, sales and service Information, organize them and realize the visualization and sharing of information. As a result, it can effectively support the resolution of problems and the decision of guidelines, and become an important means to enhance the corporate physique. Japan’s “Quality Management” magazine published a series of “Products and Quality Management in the Future” series named “Management and Visualization in the Future” in the last year. The album focused on the issue of “visualization” in business management and published Komatsu’s The case of four companies introduced the specific practices and practical effects of “visualizing” activities carried out by various enterprises in different aspects of operation and management. Yamamoto Yoshiyuki and adviser Yamamoto Yamamoto, one of the consultants for LB (Lowland Berger), wrote a thematic paper titled “Promoting Business Reform through Visualization”, and made a comprehensive view of the visualization of business management in theory System discussion. The paper first defines the “Visualization” activities and then divides them into two categories: “visualization of management” and “visualization of self-discipline”, and from four aspects of “how to” Really play a visual role “were described in detail. The article then analyzes the case of a company’s visualization activities and introduces some effective practices from 6 aspects: orientation of operation policy, training of backbone personnel, visualization of existing problems and visualization across departments. At last, it concludes that through ”Visualization" we can improve the problem solving ability and enhance the enterprise constitution.