亚瑟•伯恩的11条精益策略发布人: Amy | 评论: 27
鲍勃•埃米利亚尼的最新著作《真实的精益第六卷》涵盖政治、经济、教育、领导力和管理,既饱受争议又发人深省。这本书浅显易懂但却要深入的研读,因为它至少挑战着我们奉行的一些准则。 争议较少的部分是Wiremold公司前总裁-亚瑟•伯恩的访谈记录,他有着30年的成功引领精益实施的经验。以下是伯恩先生的11条精益策略。 1. 95%的企业都没有正确的实施精益。只有5%到7%制造商正确的实施了精益。 2. 信心不足的领导在实施精益时会失败。领导要想成功实施精益,必须坦然的面对信心不足的情况。信心不足的领导们艰难的实施精益是因为他们最初的目的是想减少失败带来的难堪。精益的特点之一就是吸取失败的教训 3. 相信、实施然后理解。根据亚瑟的理解,精益是一系列信念的飞跃。 4. 喜欢控制和指挥的领导在实施精益时会失败。喜欢控制和指挥的CEO不会成功的实施精益,这是因为精益需要"到现场去"查看现实情况,这也需要授权给他人。 5.关注短期利益会导致精益实施失败。精益是持续改善的过程不是一次性或短暂的项目,但是很多传统的管理者没有耐心,也没有长远的眼光去真正的把精益看做持续改善的过程。 6. 精益与现存的组织架构不兼容。试着在现存的架构上实施精益。无论是财务系统、组织架构还是信息系统都可能导致精益的失败。 7.精益应该更多的由外部因素所驱动。亚瑟估计85%的企业实施精益是因为内部成本压力而不是出于外部、客户需求考虑的。 8. 让我们称它为精益策略。叫做"精益生产"很容易让人把它看做与生产操作有关的事情,亚瑟更喜欢把它叫做"精益策略"。 9. 精益是什么。精益不仅仅是关于成本,它还关于速度、市场份额、人才的培养,是整个企业的策略。 10. 降低切换时间是非常重要的。在实施精益时,您不可能不降低切换时间,因为任何业务都有很多的切换。 11. 在挑战中培养人才。伯恩先生一生最自豪的是:"我培养了很多人"。他通过给予不断的挑战并帮助他们学习怎样取得成功来培养人才。以下是伯恩先生的独特见解、值得大家深思: "我们讨论人时,我们会说人都是平等的。他们可能背景不同、其他的很多方面都不同,但是基本上,如果您给他们同样的机会、同样的教育或很多相同的资源,他们可能取得的结果不平等,但是理论上他们是相似的。" By Jon, translated by Amy Nice website you have here. It's very well made haha. 发布人: Yahaira Similien | 发布时间: January 10, 2011 8:46 AM
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The Zune concentrates on being a Portable Media Player. Not a web browser. Not a game machine. Maybe in the future it'll do even better in those areas, but for now it's a fantastic way to organize and listen to your music and videos, and is without peer in that regard. The iPod's strengths are its web browsing and apps. If those sound more compelling, perhaps it is your best choice.