ROLE OF INFORMATION SYSTEMS IN MANUFACTURING FIRMS: AN EMPIRICAL ANALYSIS FOR MACHINERY, ELECTRICAL & ELECTRONICS, AND AUTOMOBILE PLANTS IN JAPAN
ROLE OF INFORMATION SYSTEMS IN MANUFACTURING FIRMS: AN EMPIRICAL ANALYSIS FOR MACHINERY, ELECTRICAL & ELECTRONICS, AND AUTOMOBILE PLANTS IN JAPAN
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信息系统在制造企业中的作用：机械、电气的实证分析
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发表时间：
2001
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通讯作者：
Y. Matsui
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作者：
Y. Matsui
我们建议八个可靠的和有效的测量尺度有关利用信息系统的基础上，计算机和人类通信的支持生产操作。使用这些量表和汇总的超级量表，我们实证研究了信息系统利用水平的行业间和阶层间差异及其与其他运营管理实践和竞争绩效的关系，以评估信息系统对日本制造企业的作用。相关性分析表明，生产信息系统依赖于一定的组织设置和质量管理实践，它有力地支持人力资源管理，及时生产，技术开发和制造战略。在制造工厂内流动的大多数关键信息都是定量的，因此与商业企业的其他地方相比，数控技术和计算机很早就被引入工厂，并且信息系统已经被实施以支持解决结构良好的决策问题。有许多信息技术已用于生产业务。它们构成了生产计划系统、质量管理系统、采购/库存控制系统、成本管理系统、产品开发系统等生产信息系统的主要模块。[3]实证检验了信息技术利用率、生产信息系统效益和竞争绩效之间的关系。在本文中，我们采用了一个广义的信息系统，不仅包括国家的最先进的计算机和网络，但也以人为本的通信系统，通过直接接触，普通电话，和文档。它们可能不是替代性的，而是互补性的。[4]从优秀制造企业的实践中抽象出世界级制造的概念，并指出了大多数世界级制造企业所共有的一个特点，即非常简单的信息系统，可以安排和跟踪工作流程，并生成成本数据。本文的目的是实证讨论什么要求应该满足成功的生产信息系统，他们是否可以支持其他业务管理领域的决策和实践，并最终促进竞争地位，基于生产信息系统的相关测量量表和通过广泛的问卷调查收集的数据。[1]详细讨论了运营管理实证研究的方法论问题。D A T A AND M E A S U R E M E N T用于后续分析的数据是通过最初称为WCM项目的高性能制造（HPM）国际联合研究收集的。其中包括位于日本的46家制造工厂，其中32家工厂被主观认为是世界一流的，其余的是从机械，电气和电子以及汽车行业随机抽样的。在任何一个工厂里，26名不同级别的个体回答了15种问卷，这些问卷部分地回答了相同的问题。受访者包括工厂经理、工厂主管、工厂研究协调员、工厂会计、人力资源经理、库存/采购经理、信息系统经理、生产控制经理、工艺工程师、质量经理、主管和直接劳动力。工厂级数据计算为工厂对每个定量问题的所有有效回答的平均值
We suggest eight reliable and valid measurement scales concerning the utilization of information systems based upon both computers and human communications for the support of production operations. Using these scales and a summarized super-scale, we empirically examine inter-industry and inter-class differences in the utilization level of information systems and its relationship with other operations management practices and competitive performance in order to evaluate the role of information systems for Japanese manufacturing plants. Correlation analyses demonstrate that production information systems depends on certain organizational settings and quality management practices, and that it strongly supports human resource management, just-in-time production, technology development, and manufacturing strategy. I N T R O D U C T I O N Most of the critical information flowing within manufacturing plants has been quantitative so that numerical control techniques and computers were introduced into factories very early compared to other places in business enterprises and information systems have been implemented to support solving well-structured decision problems. There are numerous information technologies that have been used for production operations. They have constituted main modules of production information systems such as production pl/mning system, quality management system, procurement/inventory control system, cost management system, and product development system. [3] empirically examined the relationships among information technology utilization, benefits of production information systems and competitive performance. In this paper we adopt a broad view of information systems to include not only the state-of-the-art computers and networks but also human-based communication system through direct contact, ordinary phone, and documentations. They may not be substitutive but complementary. [4] abstracted the concept of WCM (world class manufacturing) from the practices in excellent manufacturing plants, and pointed out very simple information systems that could schedule and trace workflows and generate costing data as one of the features most WCM companies have in common. The objective of this paper is to empirically discuss what requirements should be satisfied for the successful production information systems, whether they can support decisions and practices in other operations management areas and finally promote competitive positions, based on the relevant measurement scales on production information systems and data collected through extensive questionnaires. Methodological issues on empirical research in operations management were discussed by [1] in detail. D A T A AND M E A S U R E M E N T Data used for the subsequent analyses were gathered through an international joint research on the high performance manufacturing (HPM), which was initially called the WCM project. They include forty-six manufacturing plants located in Japan, of which thirty-two plants are subjectively judged to be world-class and the rest is randomly sampled from machinery, electric & electronics, and automobile industries. In any plant twenty-six individuals across levels responded to fifteen types of questionnaires, which partly share the same questions. The respondents include plant manager, plant superintendent, plant research coordinator, plant accountant, human resource manager, inventory/purchasing manager, information systems manager, production control manager, process engineer, quality manager, supervisors and direct labor. Plant-level data are calculated as an average value of all the valid responses from the plant for each quantitative question