流程改進(jìn)的敏捷性研究

內(nèi)容概要

　　John Sharp is a professor of Organisational Excellence。thefounder and director of Centre of OrganisatiOnaI Excellence（CORE）at Salford Business School，the University of Salfordin the UK，a chartered mechanical engineer（C．Eng．M．I．Mech．E．）and a qualified assessor for the EFQM fEuropean FoundationQuality Model）which is being used by businesses and publicsector organisations as a business excellence model for thefuture．In the past 1 0 years。Prof Sharp has received more than￡2 million of research grants frOm EPSRC and Europeanorganisations，and published over 50 papers and books．Healso has rich industrial experience，such as working as anengineer at Rolls—Royce Aero Engine for 8 years．　　Bing Deng is a research assistant in this project and is currentlyworking as an editor of Hubei Provincial Science and TechnologyPress．She has helped organise research events and activities，collect and input data for the research analysis and discussion．

作者簡介

Xueyuan Liu is the director of the Resea rch Centre ofBusiness Excellence，an associate professor of InternationalBusiness and Operations Management in the Economics andManagement School of Wuhan University，and a visitingresearcher at the Business School of Manchester MetropolitanUniversity。UK．He is also a member of the Academy ofManagement（AOM），the Academy of International Business（AIB）and the Production and Operations Management SocietyfPOMS）．He holds an MBA in InternationaI Business and PhDin Operations Management frOm Salford Business Sch001．theUniversity of Salford in the UK．His PhD thesis，on which thisbook is much based，had won the 2nd prize in the prestigiousIQA（now known as CQI—Chartered Quality Institute since2007）National Award 2006（UK）．He has also attended manyinternatiOnal COnferences WOrIdwide and devered andpublished several papers on operations and cross—culturalmanagement in the international context．Besides his academicachievement，he had more than 12 years’expe rience inmanagerial and consulting practices in?China，USA and theUK．He has travelled more than 20 countries in Asia，Northand South America，Europe and Africa，and visited manycompanies such as Philips，IKEA，Nissan，Toyota，Jaguar，Bentley and Textron at their different locations．Quality，efficiency and innovation are what he thinks to be the mostbasic and important factors for any business to survive andprosper in the long run．

書籍目錄

AcknowledgementDeclarationGlossary of Terms and AbbreviationsChapter 1  An Introduction1.1  Chapter introduction1.2  Research Background1.2.1  Dynamic market and various 'panaceas'1.2.2  Contrasting Phenomenon in the Motor Industry1.2.3  Motor Industry and AM1.3  Research rationale and necessity1.4  Research aim and objectives1.5  Research questions, methodology and administration1.6  The proposed contributions and limitations1.7  The structure of the book1.8  Chapter summaryChapter 2  The Evolution of AM and BPI2.1  Chapter Introduction2.2  The Evolution of Management Strategy and Technique2.2.1  Agricultural Era2.2.2  Industrial Era2.2.3  Quality Era2.2.4  Knowledge Era2.2.5  A Summary2.3  Agile Manufacting (AM)2.3.1  The Concept of AM2.3.2  The Implementation of AM in Practice2.3.3  The Four Major Principles of AM2.3.4  Eight Constructs of AM2.3.5  A Summary on AM2.4  BPI2.4.1  The Concepts2.4.2  BPI Approaches2.4.3  BPI Methodologies2.4.4  A Summary on BPI2.5  The Linkages Between AM and BPI2.6  A General Understanding of The Auto Industry2.6.1  The Development of The World Auto Industry2.6.2  The Manufacturing Practices in The Auto Industry2.6.3  The UK Luxury Car Manufacturing Industry: Facts and Features2.7  Chapter SummaryChapter 3  The Theoretical Agile BPI Framework3.1  Chapter Introduction3.2  The Theoretical Agile BPI Framework3.3  Chapter SummaryChapter 4  The Research Methodology4.1  Chapter Introduction4.2  The Research Philosophy, Strategy and Methods4.2.1  Research Philosophy4.2.2  Research Strategy4.2.3  Data Collection Methods4.2.4  Research Analytical Strategy and Techniques4.3  The Case Study Design and Administration4.3.1  The Design4.3.2  The Preparation4.3.3  The Data Collection4.3.4  The Data Maintaining and Manipulation4.4  Chapter SummaryChapter 5  The Case Study and the Results5.1  Chapter Introduction5.2  An Overview of the Case Study Company5.2.1  A Brief History5.2.2  The Vision, Mission and Key Goals5.2.3  The Main Products and Markets5.2.4  The Management Structure5.2.5  The BPI Project5.3  The Results and Analysis5.3.1  The Agile Constructs5.3.2  The BPI Performance and Its Enablers and Barriers5.3.3  Some Outstanding Issues5.4  A Summary of the ResultsChapter 6  The Discussion6.1  Chapter Introduction6.2  Discussions of the Results6.2.1  The Agile Constructs6.2.2  The BPI Practice and Barriers6.2.3  Some other Outstanding Issues6.3  The Barriers of Agility of BPI6.4  Theoretical Implications and a Modified Agile BPI Framework6.4.1  Theoretical Implications6.4.2  A Modified Agile BPI Theoretical Framework6.5  Managerial Implications6.6  The Originality and Contributions6.7  A Critique on This Research6.8  Recommendations for Further Study6.9  Chapter SummaryChapter 7  Conclusion7.1  A Review of this Research7.2  Achievement of Aims and Objectives7.3  The Contributions, Limitations and Recommendations7.3.1  The Originality and Contributions7.3.2  The Limitations and Recommendations for Further Study7.4  An Overall ConclusionReferencesAppendicesAppendix A  Covering Letter to the UK Car-manufacturersAppendix B  Research ProposalAppendix C  Confidentiality/Non Disclosure AgreementAppendix D  Attended training courses for case study researchAppendix E  Case Study ProtocolAppendix F  A Consent FormAppendix G  Interview PlanAppendix H  Interview QuestionsAppendix I  A sample of contact summaryAppendix J  Organisational structure & termsAppendix K  Managerial recommendations

章節(jié)摘錄

插圖：Generally, CI is regarded as a culture of sustained improvement targeting the eliminationof waste in all systems and processes of an organisation, and it involves everyone workingtogether to make improvements without necessarily making huge capital investments（Bhuiyan & Baghel, 2005）. CI can occur through evolutionary improvement, in which caseimprovement are incremental, or through radical changes that take place as a result of aninnovative idea or new technolog and often, major improvements take place over time as aresult of numerous incremental improvements （Hamel, 2000; Bhuiyan & Baghel, 2005）.Improvement achieved through the use of a number of tools and techniques dedicated tosearching for sources of problems, waste, and variation and finding ways to minimise them,with the best known methodologies as: LM, Six Sigma, BSC, lean Six Sigma.CI is also known as Kaizen （Imai, 1986）, a Japanese term for CI, and is promoted in threetypes:　management-,group-and individual-oriented as discussed in section 2.Management-oriented kaizen is considered to be the most important one as it focuses on thecompany strategy and involves everyone in the company. Group-oriented kaizen is bestrepresented by quality circles, which require employees to form a team or a circle with thegoal of finding and solving problems faced during their day-to-day work without anyinterference from management. Individual-oriented kaizen is derived from the Concept ofbottom-up design, in which the worker makes a recommendation to the problem faced. Thishas been very successful in the Japanese industry since it is the worker who is on the shopfloor and typically knows the best solution to an existing problem. Certain industries evenhave incentive programs where, depending on the problem and the solution provided, theworker is rewarded, thus encouraging the workers to concentrate on problem areas and findthe best solution （Bhuiyan & Baghel, 2005）.Internal communication is vital to the effective implementation of organisational change,as it is not only a crucial variable in relation to achieving organisational success, but also aprecursor for organisational existence, because organisation would not exist withoutcommunication （Harshman and Harshman, 1999; Kitchen & Dale6 2002; Elving, 2005）.Resistance to change may come from many sources: .fear of status, fear of failure, and lack ofperceived benefits, or people simply resist being treated as pawns, particularly whenorganisational reshuffle is involved, but poorly managed change communication is regardedas a key driver of negative feelings among the employees, and results in rumours andresistance to change, exaggerating the negative aspects of the change （Proctor & Doukakis,2003; Elving, 2005）.

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