World Class Manufacturing

研究成果如下：(1)参与国家数据库的建设：日本、美国、英国、意大利、德国等5个国家加入了该项目。(2)日本方面的研究综述：通过对日本数据的分析，引出了日本世界级制造企业重要而重要的可取管理属性--联动管理结构的概念，并设计了一个分析框架，在此框架下，我们定义了从协作工作层到战略导向适应的10个管理方面，以把握管理结构的优劣。基于该框架的分析表明，最适合描述优秀管理的概念是“联动”管理，其中部分副产品是“精益生产”。联动管理是指一个工厂要想有能力，就应该加强整个管理方面的工作，而不是像JIT系统那样加强某一方面的管理。从美国和意大利的数据来看，这种联动的管理理念看起来是有效的。联系管理的过程可能会因沟通方式和文化风格的不同而有所不同。就日本而言，理想的沟通系统必须满足导致其业务成功的特点。仅激活非正式通信系统是不够的。它必须是合乎逻辑的，因为它唤起了员工的理性行为。成功为他们之间积极而有意义的交流提供了动力。在日本，中层管理人员似乎扮演着创造这种成功的角色。他们在创造生产性交流方面的积极作用怎么强调都不为过。

The outputs of the research are as follows.(1) Construction of the database of the countries involved in the project : 5 countries, Japan, USA,UK,Italy and Germany, have joined in the project. Now Japanese, US and Italian world class and randomly sampled companies' data are availabel for analysis.(2) Summary of the research on the side of the Japanese group : The analysis of the Japanese data has brought about the concept of linkage management structure as an important and significant desirable management property of the Japanese world class manufacturing company.We have devised an analytical framework under which we defined 10 management aspects from cooperative working floor to strategic oriented adaptation in order to grasp management structure based on which we could judge whether it's good. The analysis based on the framework indicates that the most appropriate concept to describe excellent manegement is "linkaged" management, of which partial by-product is "lean production".The linkaged management means that if a factory wants to be competent, then it should strengthen whole of management aspects, not a particular aspect like JIT system. The linkaged management concept looks valid when we check it on the data of USA and Italy. The process of linkaged management could be differ depending on their communication and cultural styles.In the Japanese case the desirable communication system has to meet the trait which leads to success of their businesses. Activation of informal communication systems is not enough. It must be logical in the sense that it invokes rational behaviors of employees. Success puts spurs to motivated and meanigful communication among them. In Japan middle management seems to play the role of creating such success. Their activated roles in terms of creation of productive communication can not be overemphasized.