外文文献翻译-工商管理企业竞争力

A Study on Skills and Competitiveness of Japan's

Enterprises

FORM：PENROSE D J,A Study on Skills and Competitiveness of Japan's Enterprises[J].Strategic Management Journal,2016,18(7):109-112

Abstract：Organizational capability is the source of enterprise competitiveness. Reflected in the human dimension,it is the management mode for the using,cultivation and accumulation of the worker skills. The analysis on Toyota,and Canon's manufacturing site showed that,the management techniques such as multi-skilled operator, multi-machine handling, and multi-process handling,shortened job switch time,automation with a human intelligence,self- discipline check,and self- discipline maintenance,could expand worker's skills breadth and depth. The broader and deeper skills could be cultivated with job rotation for all of employees. The skilled workers can not only do standard work in static production environment,but also do various work in dynamic environment. Such worker- force could enhance enterprise capacity in productivity,and manufacturing time and manufacturing quality. Japanese enterprises ' management might be meaningful to Chinese enterprises for establishing a flexible production system in response to changes in demand,excess capacity and high labor costs. Because learning from Japanese enterprises,making production plan on the actual market demand,excess inventory could be reduced; employees,who not only have basic skills,but also master improvisation skills and problem- solving skills,could improve productivity and contribute to stable quality,and improving process or product development. If the quality of human resources would be such improved,labor costs would not be a problem,because the output of human resources has been greatly enhanced.

Keyword: Japan; enterprise; skill; organizational capability; competitiveness;

日本企业技能与竞争力关系分析

来源：PENROSE D J,日本企业技能与竞争力关系分析[J].战略管理杂志,2016,18(7):109-112

摘要：组织能力是企业竞争力的来源,在人的层面上体现为企业对技能的运用、培养与积累所采取的管理方式。对丰田、佳能等日本企业产品制造现场的分析表明,通过多能工、多工序操作、缩短作业切换时间、自动化、自律检查、自律维护等管理手法,拓展工人的技能广度和深度,实施岗位轮换等制度,辅之以全员性的周密训练,使员工既能进行静态生产环境下的标准作业,又能完成动态生产环境下的不确定性作业,极大地增强了企业在生产率、制造时间和制造品质方面的竞争能力。日本企业的管理方式对中国企业如何构建柔性生产系统以应对需求变化、产能过剩和劳动成本升高具有借鉴价值。将实际市场需求作为生产计划的基础,就可以减少库存,使员工在基本技能之上掌握应变技能与解决问题技能,提高劳动生产率,为稳定品质、改进工艺甚至产品开发做出贡献。如果人力资源的素质得到了提高,那么劳动力成本将不再成为问题,因为人力资源的产出已经大大地增加。

关键词：日本；企业；技能；组织能力；竞争力；

The management of Japanese enterprises is formed in a specific environment. 1950s, Toyota Auto Body Co suffered sluggish sales, overcapacity crisis. Initially, firms were strongly opposed to trying to avoid crisis with downsizing. The Toyota Auto Body Co learned its lesson and adopted a policy of increasing labour productivity instead of laying off workers. The company explored and developed by the market demand, the production process after the demand for instruction "Kanban", solve the materials, components and product inventory backlog, forming a highly efficient production of flexible way to respond to market demand (by American researchers called "lean production"). And this way of production is successful, the operation is based on the entire production process of human skills. Japanese companies through the multi skilled, multi process operation, shorten operation time, switching with the radical of "moving" automation, self inspection and self-discipline maintenance management methods, expand the breadth and depth of the skills of workers, the implementation of job rotation system is complemented by a full week of training so that employees can close, standard operation of static production environment, and can complete the dynamic production environment the uncertainty of operation, enhance the competition ability of enterprise in manufacturing