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以QC小组为中心的现场改进活动对于日本制造业保持竞争力起了很大作用,但日本企业在办公、销售和服务等间接部门(简称JHS部门)的业务开支上则处于明显的竞争劣势,为此正在大力开展间接部门的业务改进活动。根据企业的收益率分析,日本国内企业与国外企业相比,一般间接部门产生的费用开支比例较高。在经济长期低迷中,为了在营业额跌至2到5成的困境中使企业生存下去,需要进一步降低企业的盈亏临界点。所以JHS部门如何改进工作质量和提高生产效率已成当务之急。但目前这一“知识劳动”领域的改进活动大大滞后于生产现场,很少有案例介绍,至今连改进的方法手段也未能确立。为此,近期的日本《质量管理》杂志编发了“间接部门的业务改进活动”专辑,刊登了日本电气等3家公司的改进案例。日本著名质量学者、玉川大学国际经营学教授大藤正以“间接部门的业务改进始于业务内容的可视化”为题发表了该专辑的主题论文。文章从间接部门的业务特点谈起,重点介绍了(1)业务功能展开(即业务的可视化)、(2)ABC财务分析法、(5)质量管理基础工具(管理项目一觅表)的应用等业务改进手段。文章进一步论述了业务改进中解决问题(课题)的考虑方法以及解决问题的5种类型及其相互关系。
On-site improvement activities centered on the QC team played a significant role in keeping the Japanese manufacturing industry competitive, but Japanese companies were at a competitive disadvantage in the business expenses of the indirect sectors such as office, sales and service (JHS) To this end, we are vigorously promoting business improvement activities in the indirect sector. According to the analysis of the rate of return of enterprises, the proportion of expenses incurred by the general indirect sector is higher in Japanese domestic enterprises than in foreign enterprises. In a long-term sluggish economy, in order to survive in a downturn in turnover of 2 to 5 percent, it is necessary to further reduce the profit and loss threshold of enterprises. Therefore, how to improve the quality of JHS departments and improve production efficiency has become a top priority. At present, however, improvements in this area of “knowledge labor” have lagged far behind production sites with few case studies. Up to now, even improved methods and measures have not been established. To this end, the recent Japan’s “Quality Management” magazine compiled a “business improvement activities in the indirect sector,” album, published in Japan’s three companies such as the improvement of the case. The famous Japanese quality scholar, professor at Tamagawa University’s International Business School, published the thematic essay titled “Visualization of Business Contents in the Business of Indirect Sectors”. The article begins with the business characteristics of the indirect department, focusing on (1) business function deployment (ie business visualization), (2) ABC financial analysis method, (5) application of quality management basic tools Such as business improvement tools. The essay further discusses the ways to solve the problem (problem) in business improvement and the five types of problem-solving and their interrelationships.