基于利益相关者理论的精益实施绩效改善研究

发布时间：2018-03-27 17:37

本文选题：精益实施　切入点：精益生产系统　出处：《天津理工大学》2015年硕士论文

【摘要】：随着市场竞争压力的增大,企业纷纷引入精益生产对企业的生产运营系统进行精益化改造,以期待在激烈竞争中获得优势。然而在企业实施精益生产过程中也出现了实施进度缓慢,实施效果不显著,甚至负面作用等现象。这些现象反映了企业精益实施绩效水平不高。因此,如何提高精益实施的绩效成为企业有效推进精益生产改革的关键问题之一。绩效水平不高源于企业在开展精益实施的过程中缺乏精益实施相关理论的指导,采用生搬硬套的方法导入精益技术、工具。反映了学术界和企业界对于精益生产和精益实施存在认知上的偏差和不足。精益实施是企业决策者、管理者、员工等共同参与的企业变革过程。不同的利益相关者参与精益实施的动机不同,只有对不同的利益相关者采用不同的激励措施才能保证精益实施取得较好的效果。因此,只有对精益实施和精益实施参与者进行科学的分析,将不同的参与者与具体精益实施内容相结合,才能有效提升精益实施的水平。本文运用了文献分析、理论演绎和案例应用的方法进行研究,主要研究工作与成果如下:(1)通过国内外文献研究,构建精益概念的框架体系。从企业导入精益生产构建企业精益生产系统的实践现状入手,通过对精益实施相关文献的研究,提出精益实施是以精益生产知识为指导,以企业生产运作系统创新为目的,结合企业的实际情况,融合企业生产设备资源、人力资源和时间资源,通过项目的形式对企业的产品设计、生产制造、物料采购和销售进行管理理念和管理方法的变革创新,使企业从传统生产模式飞跃到响应速度快、生产成本低的精益生产系统;之后,以复杂产品系统理论为指导解析了精益实施的特性,并通过精益实施与精益生产系统运作的对比分析,进一步明确精益实施的概念范围。(2)基于项目管理理论,构建了精益实施管理体系,包括精益实施组织管理、精益实施范围管理和精益实施人力资源管理。精益实施管理的目标是绩效改善,本文从过程和结果两个维度剖析了精益实施绩效的构成。(3)基于利益相关者理论的分析框架,首先,识别了包括股东、企业高层管理、中层管理、精益咨询服务机构等8个精益实施的利益相关者;其次,针对不同利益相关者对精益实施的影响程度将其分为核心、蛰伏和潜在利益相关者,选取核心利益相关者和蛰伏利益相关者为精益实施的主要利益相关者;最后,分析了不同实施过程中主要利益相关者的权力-利益关系,制定了精益实施利益相关者分类管理策略,以促进精益实施绩效的改善。
[Abstract]:With the increase of market competition pressure, enterprises introduce lean production to improve the production and operation system of enterprises one after another. However, in the process of implementing lean production, the implementation progress is slow and the effect is not significant. Even negative effects. These phenomena reflect the low level of lean implementation performance. Therefore, How to improve the performance of lean implementation has become one of the key issues for enterprises to effectively promote lean production reform. Introducing lean technology and tools by mechanically adopting the method reflects the cognitive bias and deficiency of the academia and the business community on lean production and lean implementation. Lean implementation is the decision maker, manager, and manager of the enterprise. Different stakeholders have different motivations to participate in lean implementation, and only different incentive measures can ensure that lean implementation can achieve better results. Only by scientifically analyzing Lean implementation and Lean implementation participants, combining different participants with specific Lean implementation content, can we effectively improve the Lean implementation level. Theoretical deduction and case application methods are studied. The main research work and results are as follows: (1) through domestic and foreign literature research, Starting with the present situation of lean production system, this paper puts forward that lean implementation is guided by lean production knowledge through the study of relevant literature on lean implementation. Aiming at the innovation of the production and operation system of the enterprise, combining with the actual situation of the enterprise, integrating the production equipment resources, the human resources and the time resources of the enterprise, the product design, production and manufacture of the enterprise are carried out in the form of the project. Material purchasing and sales reform and innovation of management concepts and management methods make enterprises leap from traditional production mode to lean production system with fast response speed and low production cost. Under the guidance of complex product system theory, the characteristics of lean implementation are analyzed, and the concept scope of lean implementation is further clarified through the comparative analysis between lean implementation and lean production system operation, which is based on project management theory. The lean implementation management system is constructed, including lean implementation organization management, lean implementation scope management and lean implementation human resource management. The goal of lean implementation management is to improve the performance. This paper analyzes the composition of lean implementation performance from the two dimensions of process and result. It analyzes the framework based on stakeholder theory. Firstly, it identifies shareholders, senior management and middle management. Lean advisory services and other eight lean implementation stakeholders; secondly, according to the impact of different stakeholders on lean implementation is divided into core, dormant and potential stakeholders, The core stakeholders and dormant stakeholders are selected as the main stakeholders of lean implementation. Finally, the power-interest relationship of the main stakeholders in different implementation process is analyzed. In order to promote the improvement of lean implementation performance, the classified management strategy of Lean implementation stakeholders is formulated.
【学位授予单位】：天津理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F273

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