外文翻译精益生产的定义一些概念和实践问题Word格式.docx

外文翻译精益生产的定义一些概念和实践问题Word格式.docx

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工商管理

Definingleanproduction:

someconceptualandpracticalissues

Author（s）:

JosteinPettersen

Company：

DivisionofQualityTechnologyandManagementandHelixVINNExcellenceCentre,Linkö

pingUniversity,Linkö

ping,Sweden

Citation:

TheTQMJournal,

Abstract:

Purpose–

Thepurposeofthispaperistoinvestigatethedefinitionofleanproductionandthemethodsandgoalsassociatedwiththeconceptaswellashowitdiffersfromotherpopularmanagementconcepts.

Design/methodology/approach–

Thepaperisbasedonareviewofthecontemporaryliteratureonleanproduction,bothjournalarticlesandbooks.

Findings–

Itisshowninthepaperthatthereisnoconsensusonadefinitionofleanproductionbetweentheexaminedauthors.Theauthorsalsoseemtohavedifferentopinionsonwhichcharacteristicsshouldbeassociatedwiththeconcept.Overallitcanbeconcludedthatleanproductionisnotclearlydefinedinthereviewedliterature.Thisdivergencecancausesomeconfusiononatheoreticallevel,butisprobablymoreproblematiconapracticallevelwhenorganizationsaimtoimplementtheconcept.Thispaperarguesthatitisimportantforanorganizationtoacknowledgethedifferentvariations,andtoraisetheawarenessoftheinputintheimplementationprocess.Itisfurtherarguedthattheorganizationshouldnotacceptanyrandomvariantoflean,butmakeactivechoicesandadapttheconcepttosuittheorganization'

sneeds.Throughthisprocessofadaptation,theorganizationwillbeabletoincreasetheoddsofperformingapredictableandsuccessfulimplementation

Originality/value–Thispaperprovidesacriticalperspectiveonthediscoursesurroundingleanproduction,andgivesaninputtothediscussionoftheimplementationofmanagementmodels.

Keywords:

Leanproduction;

Totalqualitymanagement

Article

Introduction

Wheninitiatingresearchconcerningtheconceptofleanproduction（LP）onelineofquestionsnaturallycomestomind:

“Whatislean?

Howisleandefined?

Howdoesleanrelatetoothermanagementconcepts?

Whatdoesleanhaveincommonwithothermanagementconcepts?

Whatdiscriminatesleanfromothermanagementconcepts?

”

Seekinganswerstothesequestions,willleadtotherealizationthattheyareexceedinglyhardtofind.Itseemslogicalthatamanagementconceptaspopularasleanshouldhaveaclearandconcisedefinition.Muchdisappointingly,thedefinitionofleanproductionishighlyelusive.Someauthorshavemadeattemptstodefinetheconcept（e.g.Lewis,2000;

Hinesetal.,2004;

ShahandWard,2007）,whileothershaveraisedthequestionofwhethertheconceptisclearlydefined（seeDahlgaardandDahlgaard‐Park,2006;

Engströ

metal.,1996;

Lewis,2000）.

Ajustifiedquestioniswhethertheconvergentvalidityofleanactuallymakesanydifference–doesitmatterhowwedefinelean?

Therearevariousopinionsontheeffectsofthis.

Theabsenceofacleardefinitionhasanumberofconsequencesforpractitionersseekingtoimplementleanaswellasresearcherstryingtocapturetheessenceoftheconcept.Theseissueshavebeenaddressedbyanumberofresearchers.Thelackofadefinitionwillleadtocommunicationdifficulties（DaleandPlunkett,1991inBoaden,1997）.Itwillcomplicateeducationonthesubject（Boaden,1997）.Researchingthesubjectwillbedifficult（Godfreyetal.,1997;

Parker,2003）–althoughBoaden（1997）statesthatthisisnotessential.Therewillalsobedifficultiesindefiningoverallgoalsoftheconcept（Anderssonetal.,2006）.

Parker（2003）statesthatthemultitudeofinterpretationsonwhatleanreallyismakesithardertomakeclaimstowardstheeffectsoflean,thusincreasingtherequirementsthatresearchersspecifyexactlywhattheyareresearching.KarlssonandÅ

hlströ

m（1996）pointoutthatthelackofaprecisedefinitionalsowillleadtodifficultiesindeterminingwhetherchangesmadeinanorganizationareconsistentwithLPornot,andconsequentlydifficultiesinevaluatingtheeffectivenessoftheconceptitself.

Purposeofthearticle

Themainpurposeofthisarticleistogiveapresentationofwhatleanproductionis.Thiswillbedonethroughareviewofcontemporaryliteratureonleanandsummaryofpracticesassociatedwithleanaswellasthestatedpurposeoftheconcept.Basedonthis,anevaluationoftheconstructvalidityofleanwillbemade.

Thepaperwillconcludewithadiscussionofthepracticalimplicationsoftheconstructvalidityoflean.

Researchapproach

HackmanandWageman（1995）reviewedtheTQMconceptandraisedthequestionof“whethertherereallyissuchathingasTQMorwhetherithasbecomemainlyabannerunderwhichapotpourriofessentiallyunrelatedorganizationalchangesareundertaken”.ThisisavalidquestionforanyconstructsimilartoTQM,andtheconceptofleanproductionisnoexception.FollowingthereasoningofHackmanandWageman,thisquestioncallsfortheevaluationoftheconcept'

sconvergentanddiscriminantvalidity.HackmanandWageman（1995）describethetwokindsofvalidityasfollows:

Convergentvalidityreflectsthedegreetowhich[different]versions[oftheconcept][…]shareacommonsetofassumptionsandprescriptions.[…]

Discriminantvalidityreferstothedegreetowhich[theconcept]canbereliablydistinguishedfromotherstrategiesfororganizationalimprovement（HackmanandWageman,1995）.

Inotherwords,thediscriminantvaliditytellsuswhetherornotaconceptcarriesanynewsvaluecomparedtootherexistingconcepts,whereastheconvergentvalidity,strictlyspeaking,tellsuswhetherornottheconceptitselfreallyexists.

Forthisarticle,thetwomajorcitationdatabasesISIandScopushavebeensearchedforarticlescontainingtheterms“leanproduction”or“leanmanufacturing”inthetopic,abstractorkeywords.The20mostcitedarticlesfromeachdatabasewereselectedforfurtherstudy.

Throughreadingtheseandotherarticlesonthesubject,themostinfluentialbookswereidentified.Thislistwasverifiedthroughusingthecitationanalysissoftware“publishorperish”.

Thereviewedliteraturewillbecomparedbylistingthecharacteristicsofleanpresentedbyeachauthor.Theideaisthatamethod,toolorgoalthatiscentraltoleanwillbementionedbyeveryauthoronthetopic.Thepurposeorgoalofleanshouldlogicallybethesameforallauthors.Concurrenceamongtheauthorswillsignifyahighconvergentvalidity.Ifleanpassesthisconvergentvaliditycriterion,anevaluationofthediscriminantvaliditycanbemade,basedonacomparisonwithTQM.HackmanandWageman（1995）concludedthatTQMpassedthetestsofbothconvergentanddiscriminantvalidity,makingitagoodconcepttocompareagainstleanproduction.

Literaturereview

Thetwodatabasesearchesproducedatotalof37articles（seeAppendix）,ofwhich12ofthemcontainedpresentationsoftechniquesand/oroverallgoalsassociatedwithLP,thuscontributingtoaconceptualdiscussion.

The12articlesthataredeemedsuitableforafurtheranalysisareKrafcik（1988）,Oliveretal.（1996）,Sá

nchezandPé

rez（2001）,Lewis（2000）,Mumford（1994）,James‐MooreandGibbons（1997）,MacDuffieetal.（1996）,Dankbaar（1997）,WhiteandPrybutok（2001）,HayesandPisano（1994）,JagdevandBrowne（1998）andCusumano（1994）.

Anumberofbooksturnedupintheliteraturesearch.Aninvestigationofthebooks'

citationrankingsledtoafilteringprocesswith13booksremaining.TheseareWomacketal.（1990）,WomackandJones（2003）,Bicheno（2004）,Ohno（1988）,Monden（1998）,Liker（2004）,Feld（2001）,Dennis（2002）,Schonberger（1982）,Shingo（1984）,RotherandShook（1998）,JonesandWomack（2002）andSmalley（2004）.

ThepublicationsbytheLeanEnterpriseInstitute（RotherandShook,1998;

JonesandWomack,2002;

Smalley,2004）areveryspecificoncertaintools（mainlyvaluestreammapping）,andwerenotdeemedsuitableforaconceptualdiscussionaboutleaningeneral.

Anoverviewofleancharacteristics

TableIisapresentationofthemostfrequentlymentionedcharacteristicsofleaninthereviewedbooks.Characteristicsthathavebeendiscussedbylessthanthreeauthorshavebeenexcludedfromthepresentation.Thecharacteristicsinthetablearesortedbasedonfrequencyofdiscussioninthereviewedliterature.

Lookingatthetablerevealssomeinterestingaspectsabouttheideassurroundinglean.Theonlytwocharacteristicsthatallauthorsdiscussare“setuptimereduction”and“continuousimprovement”,indicatingthatthesearecentraltotheconcept.Ontheconditionthatpullproductioncanbeseenasaspecialcaseofjust‐in‐timeproduction,allauthorsliftthischaracteristicaswell.Failureprevention（pokayoke）andproductionleveling（heijunka）alsoseemtobecentralcharacteristicsofleanproduction.

AnalysisConvergentvalidityoflean

ThecharacteristicslistedinTableIhavesomerelationtooneanother,motivatinganaffinityanalysis.OnewayofgroupingthesecharacteristicsispresentedinTableII.

Throughgroupingthecharacteristicsamorehomogeneousimageoftheleancharacteristicsarises.Forallbutthreeofthegroupsallauthorshavediscussedatleastoneofthecharacteristicsinthegroup.InthegrouplabeledashumanresourcemanagementnoneofthecharacteristicsarediscussedbyauthorsBichenoandShingo.TheauthorsOhnoandSchonbergerhavenotdiscussedanyofthecharacteristicsinthegrouplabeledassupplychainmanagement.Furthermore,thebundledtechniqueshaveslightlylowerfigures.Thisindicatesthatthetwogroupshumanrelationsmanagementandsupplychainmanagementarenotdefinablecharacteristicsoflean,contrarytothefindingsofShahandWard（2003）.Ho