首页
登录
职称英语
Since the late 1970’s, in the face of a severe loss of market share in dozens
Since the late 1970’s, in the face of a severe loss of market share in dozens
游客
2023-12-19
5
管理
问题
Since the late 1970’s, in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through costcutting programs. (Cost-cutting here is definding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor input—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear that the harder manufactures worked to implement costcutting, the more they lost their competitive edge. With this paradox in mind, I recently visited 25 companies: it became clear to me that the costcutting approach to increasing productivity is fundamentally flawed, Manufacturing regularly observes a" 40, 40, 20" rule, roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional costcutting. This rule does not be tried. The well-known tools of this approach—including simplifying jobs and retraining employees to work smarter, not harder-do produce results. But the tools quickly reach the limits of what they can contribute. Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy’ s study of automobile manufacturers has shown, an industry can easily become prisoner of its own investments in costcutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured, production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny pinching, mechanistic culture in most factories that has kept away creative managers.
Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing
a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach, within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing. [br] In the passage, the author includes all of the following EXCEPT______.
选项
A、a business principle
B、a definition of productivity
C、an example of a successful company
D、an illustration of a process technology.
答案
D
解析
细节归纳题。该题问:文中对于下列信息,唯独没有指出哪一项?A项意为“商业规律”,在本文的第二段中可找到线索。B项意为实施制造业竞争力的策略是一个策略,在本文的第一段中可以找到相应的线索。C项意为“成功公司的度”。
转载请注明原文地址:https://www.tihaiku.com/zcyy/3285804.html
相关试题推荐
[originaltext]London,theUnitedKingdomTheUKhousingmarketisseeinga
[originaltext]London,theUnitedKingdomTheUKhousingmarketisseeinga
Economicgrowthisup.Unemploymentisdown.Thehousingmarketisinrecove
Economicgrowthisup.Unemploymentisdown.Thehousingmarketisinrecove
In1965,America’sbigcompanieshadahellofayear.Thestockmarketwas
In1965,America’sbigcompanieshadahellofayear.Thestockmarketwas
[originaltext]PassageOne:In1998,1movedacrosstomarketing.Thiswasa
InBritain’soverheatedpropertymarket,theonlythingshotterthanthepri
InBritain’soverheatedpropertymarket,theonlythingshotterthanthepri
InBritain’soverheatedpropertymarket,theonlythingshotterthanthepri
随机试题
Intheenvironmentalsense,yourplantobuildachemicalfactoryisadisaster,
Bloodlettingandvitaminpillsarethefutureforastronauthealthregimes.
Recentlyinmanycities,suchasShanghai,NanjingandWuhan,passengersare
大山中学所有骑车上学的学生都回家吃午饭,因此,有些在郊区的大山中学的学生不骑自行
求下面分块矩阵的逆矩阵:
男性,42岁。反复出现心慌、手发抖、面色苍白、出虚汗5年。发作时每口服糖水症状可
A.滑囊炎 B.白细胞下降 C.神经系统的损害 D.高铁血红蛋白血症 E
投资基金按照法律形式可以分为( )等形式。 Ⅰ.契约型 Ⅱ.公司型 Ⅲ.
心悸不安,胸闷不舒,心痛时作,少寐多梦,唇甲青紫者,治宜选用A.桂枝甘草龙骨牡蛎
按GB12326—2000?电能质量电压波动和闪变》的规定,电压变动和电压波
最新回复
(
0
)