Time-based Competition
Time-based Competition
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计时竞赛
DOI：
10.4135/9781446251720.n52
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通讯作者：
Honda
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作者：
Chrysler;Ford;General Electric;General Motors;Hewlett Packard;Honda
就像竞争本身一样，竞争优势是一个不断变化的目标。最好的竞争者，最成功的竞争者，知道如何保持前进，并始终保持在竞争的前沿和领先地位。今天，时间往往被强调为战略武器，使公司能够达到这一地位。“今天，时间是在刀刃上。领先公司管理时间的方式生产、新产品开发和引进、销售和分销代表了竞争优势最强大的新来源。“--乔治斯塔克--波士顿咨询集团事实上，作为一种战略武器，时间等同于金钱、生产力和质量，甚至等同于创新。时间管理不仅使日本顶级企业能够降低成本，而且还能够提供更广泛的产品线，覆盖更多的细分市场，并提高产品的技术复杂性。这些公司是基于时间的竞争对手。基于时间的竞争（TBC）被定义为一种可持续的竞争优势的发展战略，其特征在于三个主要特征。首先，它只处理那些对客户最重要的交货期领域。第二，这些缩短的准备时间来自于从所涉过程中去除废物。第三，这些提前期的减少必须通过系统分析和对基本流程的攻击来实现;它们必须不是产品驱动的。在这样的环境中，TBC必须是一种战略，通过改变为客户设计、制造和交付产品的流程和结构来缩短交货期。令人惊讶的是，与许多最初的假设相反，准时竞争并不是通过更快地做事来实现的。如上文所述，取消不增加价值的活动，是减少时间的最大机会。这些活动的例子包括：检查、材料处理、库存、等待和返工。TBC不是一个理论概念;它是许多公司现在正在积极追求的东西。这些公司之所以追求TBC，是因为它为他们提供了竞争对手难以匹敌或超越的优势。这些将基于时间的竞争（TBC）纳入其业务的制造商包括：
Like competition itself, competitive advantage is a constantly moving target. The best competitors, the most successful ones, know how to keep moving, and always stay on the cutting edge and ahead in the competitive race. Today, time is often emphasised as the strategic weapon that allows companies to attain that position. " Today, time is on the cutting edge. The ways leading companies manage time-in production, in new product development and introduction, in sales and distribution-represents the most powerful new sources of competitive advantage. "-George Stalk-Boston Consulting Group In fact, as a strategic weapon, time is the equivalent of money, productivity, and quality, even innovation. Managing time has enabled top Japanese companies not only to reduce their costs but also to offer broad product lines, cover more market segments, and upgrade the technological sophistication of their products. These companies are time-based competitors. Time-based competition (TBC) is defined as a strategy for the development of a sustainable competitive advantage, characterised by three major traits. First, it deals with only those lead-time areas that are most important to the customer. Second, these reductions in lead-time derive from the removal of waste from the processes involved. Third, these lead-time reductions must be achieved through system analysis and attack of the underlying processes; they must not be product driven. In such environments, TBC must be a strategy, which achieves reductions in lead time through changes in the processes and structures used to design, manufacture and deliver products for its customers. Surprisingly, and contrary to many initial assumptions, competing on time is simply not achieved by doing things more quickly. As mentioned above, the removal of activities, which do not add value, provide the largest opportunity for time reductions. Examples of such activities include: inspections, material handling, inventories, waiting, and rework. TBC is not a theoretical concept; it is something that many firms are now actively pursuing. These firms are pursuing TBC because it offers them advantages, which their competitors are finding difficult to match or surpass. These manufacturers, incorporating time-based competition (TBC) into their businesses today, include: