计量经济分析 = Econometric analysis

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Social Network Analysis

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Publisher Summary This chapter reviews the supply chain coordination with contracts. Numerous supply chain models are discussed. In each model, the supply chain optimal actions are identified. The chapter extends the newsvendor model by allowing the retailer to choose the retail price in addition to the stocking quantity. Coordination is more complex in this setting because the incentives provided to align one action might cause distortions with the other action. The newsvendor model is also extended by allowing the retailer to exert costly effort to increase demand. Coordination is challenging because the retailer's effort is noncontractible—that is, the firms cannot write contracts based on the effort chosen. The chapter also discusses an infinite horizon stochastic demand model in which the retailer receives replenishments from a supplier after a constant lead time. Coordination requires that the retailer chooses a large basestock level.

Supply Chain Coordination with Contracts

PART I THE LESSONS OF HISTORY1. Manufacturing in America 2. Inventory Control: From EOQ to RDP 3. The MRP Crusade4. The JIT Revolution5. What Went WrongPART II FACTORY PHYSICS6. A Science of Manufacturing7. Basic Factory Dynamics8. Variability Basics9. The Corrupting Influence of Variability10. Push and Pull Production Systems 11. The Human Element in Operations Management 12. Total Quality Manufacturing PART III PRINCIPLES IN PRACTICE13. A Pull Planning Framework 14. Shop Floor Control15. Production Scheduling 16. Aggregate and Workforce Planning 17. Supply Chain Management 18. Capacity Management 19. Synthesis-Pulling It All Together References Index

Factory Physics : Foundations of Manufacturing Management

SUMMARY This paper describes a new pull-based production system called CONWIP. Practical advantages of CONWIP over push and other pull systems are given. Theoretical arguments in favour of the system are outlined and simulation studies are included to give insight into the system's performance.

CONWIP: a pull alternative to kanban

The terms pull and lean production have become cornerstones of modern manufacturing practice. However, although they are widely used, they are less widely understood. In this paper, we argue that while the academic literature has steadily revealed the richness of the pull/lean concepts, the practitioner literature has progressively simplified these terms to the point that serious misunderstandings now exist. In hopes of reducing confusion, we offer general, but precise definitions of pull and lean. Specifically, we argue that pull is essentially a mechanism for limiting WIP, and lean is fundamentally about minimizing the cost of buffering variability.

https://pubsonline.informs.org/doi/pdf/10.1287/msom.1030.0028

Commissioned Paper To Pull or Not to Pull: What Is the Question?

https://www2.isye.gatech.edu/~jvandeva/Classes/6203/2007/PushPull.pdf

To Pull or Not to Pull: What Is the Question?

Operations management (OM) and human resources management (HRM) historically have been very separate fields. In practice, operations managers and human resource managers interact primarily on administrative issues regarding payroll and other matters. In academia, the two subjects are studied by separate communities of scholars publishing in disjoint sets of journals, drawing on mostly separate disciplinary foundations. Yet, operations and human resources are intimately related at a fundamental level. Operations are the context that often explains or moderates the effects of human resource activities such as pay, training, communications, and staffing. Human responses to OM systems often explain variations or anomalies that would otherwise be treated as randomness or error variance in traditional operations research models. In this paper, we probe the interface between operations and human resources by examining how human considerations affect classical OM results and how operational considerations affect classical HRM results. We then propose a unifying framework for identifying new research opportunities at the intersection of the two fields.

https://pubsonline.informs.org/doi/pdf/10.1287/msom.5.3.179.16032

Wallace J. Hopp

Papers

Factory Physics : Foundations of Manufacturing Management

CONWIP: a pull alternative to kanban

Commissioned Paper To Pull or Not to Pull: What Is the Question?

To Pull or Not to Pull: What Is the Question?

Commissioned Paper: On the Interface Between Operations and Human Resources Management