外文文献翻译工商管理企业竞争力.docx

1、外文文献翻译工商管理企业竞争力A Study on Skills and Competitiveness of Japans EnterprisesFORM：PENROSE D J,A Study on Skills and Competitiveness of Japans EnterprisesJ.Strategic Management Journal,2016,18(7):109-112Abstract：Organizational capability is the source of enterprise competitiveness. Reflected in the huma

2、n dimension,it is the management mode for the using,cultivation and accumulation of the worker skills. The analysis on Toyota,and Canons manufacturing site showed that,the management techniques such as multi-skilled operator, multi-machine handling, and multi-process handling,shortened job switch ti

3、me,automation with a human intelligence,self- discipline check,and self- discipline maintenance,could expand workers skills breadth and depth. The broader and deeper skills could be cultivated with job rotation for all of employees. The skilled workers can not only do standard work in static product

4、ion environment,but also do various work in dynamic environment. Such worker- force could enhance enterprise capacity in productivity,and manufacturing time and manufacturing quality. Japanese enterprises management might be meaningful to Chinese enterprises for establishing a flexible production sy

5、stem in response to changes in demand,excess capacity and high labor costs. Because learning from Japanese enterprises,making production plan on the actual market demand,excess inventory could be reduced; employees,who not only have basic skills,but also master improvisation skills and problem- solv

6、ing skills,could improve productivity and contribute to stable quality,and improving process or product development. If the quality of human resources would be such improved,labor costs would not be a problem,because the output of human resources has been greatly enhanced.Keyword: Japan; enterprise;

7、 skill; organizational capability; competitiveness; 日本企业技能与竞争力关系分析来源：PENROSE D J,日本企业技能与竞争力关系分析J.战略管理杂志,2016,18(7):109-112摘要：组织能力是企业竞争力的来源,在人的层面上体现为企业对技能的运用、培养与积累所采取的管理方式。对丰田、佳能等日本企业产品制造现场的分析表明,通过多能工、多工序操作、缩短作业切换时间、自动化、自律检查、自律维护等管理手法,拓展工人的技能广度和深度,实施岗位轮换等制度,辅之以全员性的周密训练,使员工既能进行静态生产环境下的标准作业,又能完成动态生产环境下

8、的不确定性作业,极大地增强了企业在生产率、制造时间和制造品质方面的竞争能力。日本企业的管理方式对中国企业如何构建柔性生产系统以应对需求变化、产能过剩和劳动成本升高具有借鉴价值。将实际市场需求作为生产计划的基础,就可以减少库存,使员工在基本技能之上掌握应变技能与解决问题技能,提高劳动生产率,为稳定品质、改进工艺甚至产品开发做出贡献。如果人力资源的素质得到了提高,那么劳动力成本将不再成为问题,因为人力资源的产出已经大大地增加。关键词：日本；企业；技能；组织能力；竞争力；The management of Japanese enterprises is formed in a specific en

9、vironment. 1950s, Toyota Auto Body Co suffered sluggish sales, overcapacity crisis. Initially, firms were strongly opposed to trying to avoid crisis with downsizing. The Toyota Auto Body Co learned its lesson and adopted a policy of increasing labour productivity instead of laying off workers. The c

10、ompany explored and developed by the market demand, the production process after the demand for instruction Kanban, solve the materials, components and product inventory backlog, forming a highly efficient production of flexible way to respond to market demand (by American researchers called lean pr

11、oduction). And this way of production is successful, the operation is based on the entire production process of human skills. Japanese companies through the multi skilled, multi process operation, shorten operation time, switching with the radical of moving automation, self inspection and self-disci

12、pline maintenance management methods, expand the breadth and depth of the skills of workers, the implementation of job rotation system is complemented by a full week of training so that employees can close, standard operation of static production environment, and can complete the dynamic production

13、environment the uncertainty of operation, enhance the competition ability of enterprise in manufacturing productivity, manufacturing time and quality 日本企业的管理方式是在特定环境中形成的。20世纪50年代,丰田汽车公司遭遇销售不畅、产能过剩危机。最初,企业方面企图用裁员回避危机,遭到工会的强烈反对。丰田汽车公司从此汲取教训,采取了以提高劳动生产率替代裁员的方针。该公司摸索并开发出了以市场需求、后工序需求为生产指令的“看板方式”,解决了材料、零部

14、件以及产品的库存积压,形成了能灵活应对市场需求的高效生产方式(后被美国研究者称为“精益生产方式”)。而这种生产方式得以成功运营的基础就是整个生产过程中的人的技能。日本企业通过多能工、多工序操作、缩短作业切换时间、带人字偏旁的“动”字的自动化、自律检查、自律维护等管理方法,拓展工人的技能广度和深度,实施岗位轮换等制度辅之以全员性的周密训练,使员工既能进行静态生产环境下的标准作业,又能完成动态生产环境下的不确定性作业,增强了企业在生产率、制造时间和制造品质方面的竞争能力。1, flexible allocation of human resources - the breakthrough poi

15、nt of reducing costsThe amount of manufacturing on the production line will vary depending on the market demand. When production increases or decreases, enterprises need to re configure the human resources on the manufacturing site or supplement or withdraw redundant personnel. If you do not make su

16、ch a deployment, it will cause delay or increase the cost of more personnel than work available, and effectively reduce the operation time proportion, eventually undermine the competitiveness of the enterprises. The increase and decrease of staff on the production line is based on the adjustment of the beat time. Beat time refers to the production line in each process of the pause time, the operator in this time to complete the required job. For example, t