精益生产实践和制造绩效的关系研究毕业论文外文文献翻译毕业论文

1、本科毕业论文文献、文献、外文文献及译文A study on relati onship betwee n lean p roducti on p ractices and manu facturi ng p erforma nee资料来源：Intern ati onal Symp osium ofQuality Man ageme nt翻译日期:2016.5.25文献、资料发表（出版）日期：2008.08（部）： 管理工程学院工业工程 工业121号： 20120214005指导教师:外文文献:A study on relationsh ip between lean p roductionp

2、ractices and manufacturing p erformanceAbstract“lea n p roducti onOur research addresses the confusin and incon siste ncy associated with“manufacturingperformanee ”We attempt to clarify semantic confusion surrounding lean p roducti on and its connection with manu facturi ng p erforma nee by con duct

3、 ing an exte nsive literature review and emp irical study.First, we identify key components of lean production and performanee including supplier.customer, internally management and lean performanee form literatures of lean production, supply cha in man ageme ntand Toyota P roducti on System (TP S).

4、 Second, using questi onn aires survey and variety statistical p rocesses to dem on strate p ositively relati onship betwee n lea n p roducti on and manu facturi ng p erforma nee.In doing so, we pro vide un ambiguous evide nces that syn ergistic effects of lea n p ractices are associated with better

5、 manu facturi ng p erforma nee.Keywords: Lean Production; Lean Manufacturing Performanee; Toyota Production System (TPS)1. IntroductionFrom Ford Production System (FPS) to Toyota Production System (TPS), it means manufacturers compete in heterogeneous global markets where competitors have access to

6、diverse labor, cap ital, and supply con diti ons. Lea n p roduct ion is a multi-dime nsional app roach that encomp asses a wide variety of man ageme nt p ractices, in clud ing just-i n-time, quality system, work teams, cellular manu facturi ng, supp lier man ageme nt, etc. in an in tegrated system (

7、Shah andWard, 2007).A majority of article on the topic of lean production system focus on the defining lean p roducti on, in formati on tech no logy in tegrati on and lea n p ractices and concept of lea n p roducti on.Mid of 1990s, Articles related to lean production as measuring just in time, total

8、 quality management and the impact of other organizational variables on their implementation were p ublished in academic journ als. After 2000, nu merous books and articles writte n by p ractiti oners and consultants, and a few academic conceptual and empirical articles highlighting the overarch ing

9、 n ature of lea n p roducti on were p ublished (Shah and Ward, 2007).Our study will exam ine the relati onship betwee n con textual factors and exte nt of implementation of a number of manufacturing practices that are key facets of lean system.Specifically, we focus on how three major aspects of lea

10、n production (customer, supplier, in ternally man ageme nt) effect on manu facturi ng p erforma nee.2. Literature ReviewReview ing the backgro unds and literatures, lea n p roduct ion is most freque ntly associated with elimination of waste commonly held by firms as excess inventory or excess capaci

11、ty to ameliorate the effects of variability in supply, p rocess ing time, or dema nd (Shah and Ward, 2007).In p hase of p ractices, lea n p ractices are gen erally show n to be associated with high p erforma nee in a number of studies of world-class manufacturing (e.g. Sakakibara et al.,1997; Giffi

12、et al., 1990). The most com monly cited ben efits related to lea n p ractices are impro veme nt in labor p roductivity and quality, along with reduct ion in customer lead time, cycle time, and manufacturing costs (Schonberger, 1982; White et al., 1999). Most of the empirical studies focusing on the

13、impact of lean implementation on operational performanee are constrained to facets of lean, often just-in-time (JIT), total quality management(TQM), and total preventive mai ntenance (TPM) p rograms (Cua et al, 2001).Shah and Ward (2007) derived an op erati onal measure from the content and objectiv

14、es of historical roots in TPS. There were three dime nsions from emp irical studies in cluded supp lier, customer, i ntern ally (Fig.1). Supp lier related, the conn ecti on betwee n supp lier and manu facturi ng performanee. As organizations continue to seek performanee improvements, they are reorga

15、nizing their supplier base and managing it as an extension of the firm manufacturing system. (Carter, 1996; Coo per and Ellram, 1993). Ragatz et al., (1997) and Slats (1995) poin ted out through integration of information and planning with supplier will reduce time cost of designing and solving prob

16、lems. Benton and Krajewski (1990) reported supplier -time and s lead quality will affect manu facturer p roduct ion, if supp lier could not meet the lead-time and quality requireme nt of manu facturer.Customer related, Bleeke and Ernst (1991) suggested customer relati onship is strategic partner rel

17、ati on shi p betwee n supply cha in. They have com mon goals and in terde pendent relationship. The advantage of partnership means long term, stable and better corporation p erforma nee (Sethurama n, et al., 1988). Focus on customer relati onship will in crease customer satisfaction, quality and pro

18、duction (Ellram,1991; Scott and Westbrook,1991; Turner,1993 ).Internally related, as previous described lean practices which included pull (JIT), Flow (continu ous flow), set up (setu p time reducti on), TPM (total p reve ntive maintenan ce),SP C(statistical process con trol), EMPINVE (emp loyee in

19、volveme nt)(Shah and Ward, 2007).Lea n P roductio n PracticesFigure 1 Concep tual framework of research3. MethodsThe emp irical objective of this study is to explore how lea n p roduct ion affects manu facturi ng p erforma nee. In this study, we will focus on in vestigati ng the relati onship betwee

20、 n lea n p ractices and manu facturi ng p erforma nee. The imp orta nt point is how to measure lea n p ractices in terms of its relatio nship with manu facturi ng p erforma nces. The orga ni zati onal p erforma nces is not only measuri ng p roducts and services but also in clud ing factors of empio

21、yee,-15 -orga ni zati on, adm ini strati on and en vir onment. Ven katrama n (1990) ide ntified three dime nsions ofenterp rises p erforma nces as finan ce, op erati on, and orga ni zati on. There also were measures forplant p erforma nces ado pted from exist ing studies.Because our review of the re

22、lated literatures exp osed con siderable overla p in theoretical andop eratio nal concep ts, we used p ast research to obta in gen eral in sights into measureme nt. Ourstudy will contain refere nces to Shah and Ward (2007) for defi niti on of lea n p roducti on andMcko ne et al., (2001), Cua et al.,

23、 (2001), Shah. et al., (2003) for measureme nt of leanp erforma nee.3.1 Sam pieThe ran ges of observati on for this study were samp led Taiwa nese traditi onal manu facturi ngin dustries, which in cluded textile, garme nt, paper, steel, motor and mold. We surveyed thehigh-level admi ni strators and

24、senior empio yees of each firms. The in strume nts were measured on5-point Likert type scale and data collected from late 2007 to 2008. The questi onn aires weremailed to 190 manu facturi ng man agers/se nior empio yees form Taiwa nese traditi onalmanu facturi ng in dustries, and 186 usable questi o

25、nn aires were returned.3.2 Pilot studyThe p ilot study used 49 res pon ses from manu facturi ng man agers/se nior empio yees in thesame ran ges of in dustries for the large-scale study. The an alysis in cluded: Corrected Item to TotalCorrelati on (CITC) for p urificati on purpo ses, expIo ratory fac

26、tor an alysis within each con struct toaccess the internal rule of uni dime nsion ality, correlati on an alysis for conv erge nt anddiscrim in able an alysis and Cron bachs alpha for reliability.The an alysis results of p ilot study, Cron bachs alp hales contitolrveriabrelati on shi p, supp lier rel

27、atio nship, intern ally man ageme nt, manu facturi ng p erforma nee) were0.81、0.74、0.93、0.86, which all met standard 0.7 of Hair et al., (1998), and all items with CITCvalues were above 0.30.4. Data Analysis and DiscussionReliability, Cron bachs alpha in pilot andaargeudies were above 0.7, as custom

28、errelati on shi p (0.842), supp lier relati on shi p (0.773), i ntern ally man ageme nt (0.929) andmanu facturi ng p erforma nee (0.903) (Pv 0.01). Validity, the con struct validity issues weremeasured by principle component an alysis and average come out at 0.7, if which was over 0.3, it would be s

29、ig nifica nt accord ing to Zaltma n and Burge (1975).Correlati on, we used Person r to findsthe relati on shi p betwee n the con struct. Result ofPerson showed supplier and internally management (0.661), customer and internally man ageme nt (0.544), customer and supp lier (0.667), supp lier, custome

30、r, i ntern ally man ageme nt and manu facturi ng p erforma nee (0.664, 0.712, 0.490). As Personr is n ear +1, ac nstructs will be p ositively correlated.Mult iple regressi on and p ath an alysis were adop ted for further modeli ng our research2variables relationship. As the path analysis results, Be

31、ta atndIvRriables relationship were directly and po sitively; e.g. manu facturi ng p erforma nee with supp lier relati onship (Beta: 0.644, R2： 0.411), i nternally man ageme nt (Beta: 0.712, R 0.504), customer relatio nship (Beta: 0.490,2R : 0.236). The relati onship betwee n each other also was dir

32、ectly and p ositively, as intern ally man ageme nt with supp lier (Beta: 0.661, R: 0.434) and customer (Beta: 0.544, R: 0.292), customer and supp lier (Beta: 0.667, R : 0.442).Mult iple regressi on an alysis with manu facturi ng p erforma nee and facets of lea n p roduct ion, we could find there als

33、o were sig nifica nt effects on manu facturi ng p erforma nee with supp lier invo Iveme nt, con trolled p rocesses and empio yee invo Iveme nt (Table 1).Table1 Regressi on an alysis with manu facturi ng p erforma nee and lea n p roduct ionBeta2Adjusted RtFPSupplier0.1193.0310.03*In formati on feedba

34、ck0.41943.807JIT delivery0.1131.4090.161Developing supp lier0.4425.5630.000*Pull0.0460.7430.458Flow0.0931.3200.188SET UP0.1310.5791.82340.9870.070TPM0.1041.8910.006SPC0.3004.1950.000*EMP0.2843.9570.000*CustomersIn formatio n feedback0.1400.2241.91829.540.057In volved customer0.4115.6200.000*Depen de

35、 nt VariabIe:Ma nu facturi ng Performs nee*P 0.05*P 0.01 * P0.0015. ConclusionThis research suggests four major findin gs. First, the results from our emp irical studies, supplier s invoIvement and information feedback, would help manufacturing performanee of most factors. Krause et al., (1998) also

36、 proposed supplier volvement anddevieilopment would be p ositively related to manu facturi ng p erforma nee. In other asp ect, oZiderembse and Tracey (1999) found supp lier select ion and invo Iveme nt would in flue nee manu facturi ng p erforma nee.Second, intern ally man ageme nt app ears to make

37、a substa ntial con tributi on to manu facturi ng p erforma nee. Bara nson (1987) poin ted out intern ally man ageme nt in cluded p roduct desig n, p roducti on tech no logy, orga ni zati on planning and bus in ess system, and they were the key factors of enterp rise comp etitive adva ntage. From res

38、ults of our study, the factors of in ternally man ageme nt; as con trolled p rocess, low set up, p roductive maintenance and invo Ived empio yees, will be more effective ness in imp rovi ng manu facturi ng p erforma nee tha n others.Third, in customer relatio nship asp ect, customer invo Iveme nt wi

39、ll be p ositively related to manu facturi ng p erforma nee. Kellogg, Youn gdahl and Bowe n (1977) showed customerworinvo Iveme nt would be in stead of the role of sup ervisor, and in flue nee empio yees behavior. It mea nt customer invo Iveme nt hel p manu facturi ng p erforma nee p ositively and di

40、rectly.Fourth, Bhaskar et al., (1977) suggested the mea ning of supply cha in man ageme nt was in tegrati on of all tiers in supply cha in. It meant the imp orta nee of shari ng in formatio n and planning betwee n all members, and which would decrease waste of un certa in dema nd in supply cha in. T

41、his research find there are p ositively and directly relati onships betwee n customer, supp lier and intern ally man ageme nt. The result shows our research con struct meet p revious literatures of supply cha in man ageme nt.中文译文:精益生产实践和制造绩效的关系研究摘要我们的研究解决了与“精益生产”、“制造绩效”有关的困惑和矛盾。我们通过引用广泛的文献综述和实证研究来阐明

42、围绕精益生产和与其相关联的制造绩效之间的语义混乱。首先，我们确定了精益生产和绩效的关键组件，包括供应商，顾客，内部管理和精益绩效形成的精益生产文件，供应链管理和丰田生产系统（TPS）。第二，我们用问卷调查和各种统计过程来论证精益生产和绩效管理之间的明确关系。在这一过程中，我们明确的论证了精益实践的协同效应与更好的制造绩效是有关系的。关键词：精益生产；精益制造绩效；丰田生产系统1.引言从福特生产系统（FPS）到丰田生产系统（TPS）,这意味着制造商在参与多样的全球市 场竞争中获得了多样化的劳动，资本和供应条件。精益生产是一种包含广泛管理实践的多维方法，它包括在一个集成系统中的准时生产，质量体系，

43、工作团队，单元制造，供应管理等（沙阿和沃德，2007）。大多数精益生产体系文章的主题集中在定义精益生产，信息技术集成以及精益实践和精益生产的概念上。20世纪90年代中期，作为衡量准时生产，全面质量管理和其他组织变量在它们的实施过程中所产生影响的与精益生产相关的文章在学术期刊上发表。2000 年以后，由从业实践者和咨询人员写的众多书籍和文章，以及一些具有概念性和经验性的学 术文章被发表出来，它们强调了精益生产的总体性质（沙阿和沃德，2007）。我们的研究将要调查上下文因素和大量的生产实践精益体系关键方面实现程度之间的关系。具体地说，我们专注于精益生产的三个主要方面（顾客，供应商，内部管理）如何对

44、制造绩效产生影响。2.文献综述回顾背景文献，精益生产是与持有过多库存或过剩产能的公司联系最紧密的，这类公 司在供应变化、处理时间或需求上来改善效果，以消除普遍浪费（沙阿和沃德，2007）。在实践阶段，精益生产通常是与许多高绩效的世界级制造研究相联系而被展示出来的（1997年Sakakibara等人，1990年Giffi等人）。与精益生产相关最常被引用来的好处是提高劳动 生产率和质量，以及减少客户的交货时间，周期和制造成本（1982年，勋伯格；1999 年, 怀特等人）大多数关注精益实现对操作性能影响的经验性研究限制了精益的方方面面，包 括准时化生产（JIT），全面质量管理（TQM ）和全面预防

45、维护（TPM）项目（2001年，柯等 人）。沙阿和沃德（2007年）推断来自具有历史根源的TPS的目标与内容是一项操作尺度。从实证研究上讲包括供应商，顾客，内部三个维度（图一），以及相关供应商，供应商和 制造性能之间的关系。随着组织继续寻求性能改进，他们正在重组他们的供应商并且把它作为公司制造系统的扩展来管理它（卡特，1996年；库伯和艾拉姆，1993年）。Ragatz等 人（1997年）和Slats （1995年）指出通过综合与供应商相关的信息及计划将减少设计的时间成本并且解决冋题。本顿和尼夫（1990年）指出，如果供应商不能满足制造商及时供应 和质量要求的话，供应商的交货期和质量将会影响到

46、制造商的生产。客户相关方面，布里克和恩斯特（1991）建议客户关系是供应链之间的战略伙伴关系, 他们有共同的目标和相互依存的关系，这种伙伴关系的优势意味着长期稳定和更好的公司 绩效（Sethuraman等人，1988年）。关注客户关系将会提升客户满意度,质量和生产（艾拉姆,1991 ;斯科特和韦斯特布鲁克，1991;特纳，1993）。内部相关方面，正如之前描述的精益实践一样，包括拉（JIT），流（连续流）,设置（减少设置时间）,TPM （全面预防性维护）,SPq统计过程控制），EMPINVE（员工参与）（沙哈和沃德，2007）精益生产实践图1 概念框架研究3.研究方法这项实证客观的研究，其目的

47、是探究精益生产如何影响制造绩效。 在这项研究中，我们 将重点调查精益实践和生产绩效之间的关系。很重要的一点是如何衡量精益生产与制造绩 效之间的关系。这具有组织性的履行不仅是衡量产品和服务还包括员工的因素、组织、管 理和环境。万卡特拉曼莱马克里斯(1990)确定了三个维度的企业表现，分别是：金融, 运作和组织。也有从现有的植物表现研究中采取的措施。因为我们回顾的相关文献在理论和操作的概念上有很多重复的地方，因此我们用过去的研究获得一般意义上的见解用于评估。我们的研究将包含引用的沙阿和沃德(2007)对精 益生产的定义,以及Mckone等人(2001)，Cua等人(2001), Shah等人(20

48、03)对精益绩效的测量。3.1案例本研究的观察范围以台湾传统的制造业为抽样样本 ，它包括纺织、服装、纸张、钢铁、汽车和模具。我们调查了每个公司的高层管理员和高级职员。从2007年底到2008年进行了对潜油电泵李克特式量表仪器的测量和数据的收集。问卷寄给了台湾传统制造业中的190 位生产经理/高级雇员,186份有效问卷返回。3.2初步研究初步研究使用了 49份从同一类型产业返回的对生产经理/高级员工进行的调查来进行大规模范围的研究。分析包括：为提纯纠正总相关项目(CITC),基于每个构建访问线性内部 规则的探索性因素分析，收敛和可辨别的相关分析和克伦巴赫的阿尔法可靠性。试点研究的分析结果，克伦巴赫控制变量的阿尔法表(客户关系、供应商关系、内部管 理、生产绩效)是0.81、0.74、0.93、0.86所有都满足0.7以上的标准(1998),并且所有CITC 的项目值都高于0.30。4. 数据分析和讨论0.7,客户关系从可靠性上讲，克伦巴赫在试点中的阿尔法量表和大规模研究均高于(0.842)、供应商关系(0.773),内部管理(0.929)和生产绩效(0.903)( P 0.01)。从有效性上讲，建构效度的问题通过主成分分析和高出平均值0.7来测定,如果哪项超过0.3,根据左特曼和伯吉斯(1975)的说法，它将特别容易引起注意。相关的，我们通过使用