經(jīng)管專業(yè)畢業(yè)論文中英文資料外文翻譯文獻(xiàn)JIT庫(kù)存管理戰(zhàn)略與精益生產(chǎn)外文翻譯

1、畢業(yè)設(shè)計(jì)（論文）要求1、外文翻譯是畢業(yè)設(shè)計(jì)（論文）的主要內(nèi)容之一，必須學(xué)生獨(dú)立完成。2、外文翻譯譯文內(nèi)容應(yīng)與學(xué)生的專業(yè)或畢業(yè)設(shè)計(jì)（論文）內(nèi)容相關(guān)，不得少于xxxx 卬刷符號(hào)。3、外文翻譯譯文用a4紙打印，需包含中文翻譯和英文原文。4、年月日等的填寫，用阿拉伯?dāng)?shù)字書寫，要符合關(guān)于出版物上數(shù)字用法的試行 規(guī)定，如“2017年5月26日”。5、所有簽名必須手寫，不得打印。附件：外文資料翻譯譯文jit庫(kù)存管理戰(zhàn)略與精益生產(chǎn)資料來(lái)源：中國(guó)科學(xué)院管理評(píng)論作者：史蒂芬總觀庫(kù)存管理在過(guò)去的十年中，jit以一種運(yùn)動(dòng)和思想被商界廣泛接受。企業(yè) 面臨的競(jìng)爭(zhēng)力越來(lái)越大，特別是日本文化的壓力，使得一些公司被迫 尋找創(chuàng)新

2、的方法來(lái)削減成本和競(jìng)爭(zhēng)壓力。jit的理念背后是精益生產(chǎn), 供應(yīng)根據(jù)企業(yè)的需求而確定其準(zhǔn)確時(shí)間。為了實(shí)現(xiàn)這個(gè)目標(biāo)，公司必 須不斷地尋求方法來(lái)減少浪費(fèi)和增加價(jià)值。一個(gè)制造業(yè)高級(jí)管理人員 最近的一項(xiàng)調(diào)查顯示，71%的企業(yè)使用了 jit的形式。這個(gè)簡(jiǎn)單的統(tǒng) 計(jì)表明，jit發(fā)展到現(xiàn)在，不斷地為企業(yè)降低成本，實(shí)現(xiàn)企業(yè)的競(jìng)爭(zhēng) 優(yōu)勢(shì)。jit是以一種方法來(lái)實(shí)現(xiàn)這一最終結(jié)果。要想了解jit,就需要進(jìn)一步了解jit為什么有這么多的公司都采 用。如前所述，jit最重要的原因之一是它能減少浪費(fèi)利增加價(jià)值。 在生產(chǎn)過(guò)程中，公司必須監(jiān)控其什么地方有浪費(fèi)。其中包括，過(guò)度浪 費(fèi)時(shí)間，虛增庫(kù)存，不必要的人或物質(zhì)運(yùn)動(dòng)的，不必要的加

3、工步驟, 整個(gè)公司的活動(dòng)以及任何其他非增值活動(dòng)的眾多可變性。通過(guò)減少次 數(shù)線桶進(jìn)行重新定位，而這是被焊接，卡特彼勒能夠減少的時(shí)間花費(fèi) 在焊接線桶，減少限制在焊臺(tái)空閑時(shí)間的勞動(dòng)力成本和提高效率整個(gè) 制造過(guò)程。布局和清單，是及時(shí)戰(zhàn)略的一部分，也是最合乎邏輯的步驟，主 要作用是減少浪費(fèi)和增加價(jià)值。通過(guò)簡(jiǎn)單地重建某些設(shè)施布局，公司 可以減少花費(fèi)時(shí)間，省去了與該運(yùn)動(dòng)相關(guān)的過(guò)程和進(jìn)一步降低成本。 要做到這一點(diǎn)，必須建立生產(chǎn)鏈，并與降低庫(kù)存結(jié)合，最終降低成本。 一家公司如果能降低庫(kù)存就可以收獲許多好處：批量大小，設(shè)置時(shí)間 和安全庫(kù)存都減少，成本降低和價(jià)值增加。這些事情都是公司必須考 慮而且還要解決的，而且這

4、些行動(dòng)是可以被發(fā)現(xiàn)或創(chuàng)造的。戴爾電腦 參與這些活動(dòng)，現(xiàn)在是同行業(yè)的佼佼者。戴爾公司在其生產(chǎn)設(shè)施，其 中部分供應(yīng)商一直在現(xiàn)場(chǎng)，這是典型的jit的倉(cāng)庫(kù)空間布局。此外， 戴爾公司一直在努力實(shí)現(xiàn)“準(zhǔn)時(shí)”原則，不斷發(fā)現(xiàn)和解決供應(yīng)鏈問(wèn)題。jit調(diào)度指親自維持時(shí)間的庫(kù)存水平。通過(guò)努力以盡可能低的工 作水平來(lái)減少庫(kù)存，公司必須不斷地調(diào)整其訂貨和交付時(shí)間表。這樣 做，無(wú)論是向上還是向下溝通，供應(yīng)鏈?zhǔn)侵陵P(guān)重要的。頻繁的訂單主 要是在用品和小批量生產(chǎn)展開(kāi)。為了實(shí)現(xiàn)這一秩序以極快的速度/生 產(chǎn)計(jì)劃，公司必須不斷地進(jìn)行小的修改訂單/生產(chǎn)和看板認(rèn)識(shí)到難以 置信的重要性。jit的真正工作是研究與jit最有相關(guān)的供應(yīng)鏈管理。

5、一個(gè)企業(yè)不 能自行實(shí)施jit系統(tǒng)，它必須有它的整個(gè)供應(yīng)鏈管理.而且巨量的信息 也是jit系統(tǒng)需要一個(gè)運(yùn)作良好的伙伴關(guān)系。jit系統(tǒng)的形成條件和培 養(yǎng)方式，對(duì)于一個(gè)供應(yīng)鏈經(jīng)營(yíng)為一體的公司已經(jīng)到了點(diǎn)子上。在當(dāng)今 商業(yè)界，這些類型的合作伙伴關(guān)系的例子隨處可見(jiàn)。某某公司內(nèi)部允 許其工作的主要供應(yīng)商在其生產(chǎn)基地，并作為該供應(yīng)商的零件供應(yīng)需 要直接下訂單。只是在時(shí)間上還需要引入其他概念，以便有一個(gè)真正值得努力討 論的。到了 80年代，日本曾通過(guò)實(shí)踐不斷取得進(jìn)步，在一個(gè)制造企 業(yè)不斷努力提高它的每一個(gè)業(yè)務(wù)功能。要做到這一點(diǎn)企業(yè)必須始終提 高質(zhì)量，以創(chuàng)新的方法去尋找解決在其供應(yīng)商的質(zhì)量問(wèn)題，并提高注 意力。所

6、有這些都是現(xiàn)代jit系統(tǒng)的基石。最后，得到員工購(gòu)買到一 個(gè)jit精益生產(chǎn)系統(tǒng)是因?yàn)闆](méi)有勞動(dòng)力的重要貢獻(xiàn)，任何努力肯定會(huì) 失敗。有幾種方法來(lái)實(shí)現(xiàn)員工的承諾，其中一個(gè)最簡(jiǎn)單的方法就是交 叉訓(xùn)練超出其正常業(yè)務(wù)功能的在職人士，并有助于提高員工解決問(wèn)題 的能力。在這樣一個(gè)公司授權(quán)的勞動(dòng)力去思考一種新的方式，同時(shí)設(shè) 法改善的目光，從整個(gè)公司的整體看來(lái)，不僅是他們的一個(gè)作業(yè)。當(dāng) 這與管理層的支持相結(jié)合，增加資源來(lái)解決問(wèn)題，以及在員工的角色 和責(zé)任增加，員工會(huì)感到授權(quán)和工作，這個(gè)也是企業(yè)的成功秘訣。jit的優(yōu)勢(shì)有-種力量同樣納入公司的jit精益生產(chǎn)。準(zhǔn)時(shí)使生產(chǎn)作業(yè)效率 更高，成本效益和客戶響應(yīng)能力更大。jit

7、允許制造商在購(gòu)買和接收 之前，需要的只是流水線，從而減輕了負(fù)擔(dān)，成本和閑置的零件制造 和管理組件。在這方面，戴爾公司的發(fā)言人菲格羅亞說(shuō)，“由于我們 拉按訂單系統(tǒng)，我們已經(jīng)能夠消除我們的工廠倉(cāng)庫(kù)，并提高了一倍, 加入生產(chǎn)線在工廠倉(cāng)庫(kù)曾經(jīng)是輸出”。攜帶入境的，在進(jìn)程少量受惠， 產(chǎn)成品庫(kù)存的存在，不論該公司的經(jīng)營(yíng)范圍內(nèi)（規(guī)模，生產(chǎn)技術(shù)等）。 只是在時(shí)間呼吁許多公司，因?yàn)樗兄诜乐古c庫(kù)存有可能成為過(guò)時(shí) 的危害制造商。jit的最初開(kāi)發(fā)是合理降低成本和提高質(zhì)量方面的基 礎(chǔ)?，F(xiàn)在，公司認(rèn)為提供一種方法來(lái)實(shí)現(xiàn)卓越的jit,主要作用是消 除浪費(fèi)，以及使公司更加適應(yīng)短期客戶的需求模式。jit生產(chǎn)可以是 一個(gè)真正

8、賺錢的公司的救星。公司不僅更加順應(yīng)他們的客戶，也能在 原材料和產(chǎn)成品庫(kù)存使用較少的資本，使公司能夠優(yōu)化其運(yùn)輸和物流 業(yè)務(wù)（ups公司，2003年）?？傮w而言，jit生產(chǎn)的結(jié)果主要體現(xiàn)在降 低總系統(tǒng)成本和提高產(chǎn)品質(zhì)量。jit能夠降低庫(kù)存超過(guò)百分之五十和 百分之八十以上的籌備時(shí)間。jit是降低成木和庫(kù)存，減少浪費(fèi)，提 高產(chǎn)品質(zhì)量。jit的弱點(diǎn)正如jit的有許多長(zhǎng)處，也有弱點(diǎn)?！霸趧傞_(kāi)始的時(shí)候，一切都互 相依存。每個(gè)人都依賴于其他人”（格林伯格，2002）o由于與jit生 產(chǎn)的相互依存，由此在供應(yīng)鏈上產(chǎn)生的不足，使得所有掛鉤的產(chǎn)業(yè)都 相當(dāng)昂貴。jit的過(guò)程是有風(fēng)險(xiǎn)的某些企業(yè)和弱勢(shì)群體，如工人罷工，

9、中斷的供電線路，市場(chǎng)需求波動(dòng)，缺貨，溝通的上游和下游的供應(yīng)鏈 缺乏和無(wú)法預(yù)見(jiàn)的乞產(chǎn)中斷的情況下的供應(yīng)鏈。工人罷工，缺貨和端口鎖定可以快速擾亂整個(gè)供應(yīng)鏈的jit進(jìn)程, 所以必須同時(shí)落實(shí)到位。“堅(jiān)持公正實(shí)時(shí)概念可以在緊急情況下昂貴, 例如在港”（韶山，2002年）。當(dāng)從亞洲獲得供應(yīng)的船還沒(méi)到岸的時(shí) 候，該公司使用jit-般已經(jīng)很少的庫(kù)存，以彌補(bǔ)緊急情況。這種庫(kù) 存不足使得jit的正是如此巨大的公司在降低成本，但風(fēng)險(xiǎn)也使它在 某些情況下，沒(méi)有足夠的緩沖庫(kù)存，并保持反應(yīng)供應(yīng)鏈上移動(dòng)。每年的市場(chǎng)的季節(jié)性需求波動(dòng)以及波動(dòng)的需求災(zāi)害或其他突發(fā) 事件。“隨著假期季節(jié)的臨近，小零售商和制造商的庫(kù)存都采用jit

10、模式”（格林伯格，2002）。僅僅依靠jit的系統(tǒng)將留在休克由于絕大 多數(shù)在一年中不同時(shí)期的市場(chǎng)需求季節(jié)性季節(jié)性產(chǎn)品供應(yīng)鏈。并非所 有的產(chǎn)品都采用jit生產(chǎn)系統(tǒng)。采用jit生產(chǎn)系統(tǒng)，那么定制項(xiàng)目將無(wú) 法正常工作以及，適合jit精益方式最好是大規(guī)模生產(chǎn)和高度自動(dòng)化 的生產(chǎn)項(xiàng)目。對(duì)于jit系統(tǒng)的漏洞，都有一個(gè)非常重要的認(rèn)識(shí)?！皬乃伎坡酚善?和戴爾電腦的差距，公司發(fā)現(xiàn)jit生產(chǎn)系統(tǒng)都讓他們失望”（約翰遜, 2001年）。企業(yè)必須堅(jiān)決評(píng)價(jià)其優(yōu)點(diǎn)的同時(shí)，也要清楚的了解jit系 統(tǒng)的利弊。的影響，并對(duì)危及到他們的供應(yīng)鏈也必須重考慮。雖然jit 的有其弱點(diǎn)，但在大多數(shù)情況下，很多公司依然采用jit生產(chǎn)系統(tǒng)，

11、因?yàn)閖it系統(tǒng)收益大于風(fēng)險(xiǎn)。所以規(guī)劃和認(rèn)識(shí)事物時(shí)，能否正確認(rèn)識(shí)jit系統(tǒng)是為實(shí)現(xiàn)跨越的jit供應(yīng)鏈的所有領(lǐng)域取得成功的關(guān)鍵。附件：外文原文just-in-time inventory management strategy & lean manufacturingmaterial source: academy of management reviewauthor: steven whiteoverview of just-in-time inventory managementjust-irvtime is a movement and idea that has gained wi

12、de acceptanee in the busi ness comm unity over the past decade. as compa nies became more and more competitive and the pressures from japans continuous improvement culture, other firms were forced to find irrnovative ways to cut costs and compete the idea behind jit, or lean manufacturing, is to hav

13、e the supplies a firm needs at the exact moment that they are n eeded .in order to accomplish this goal a firm must consta ntly be seeking ways to reduce waste and enhance value a recent survey of senior manufacturing executives showed that 71% used some form of jit in their processes (pragman) this

14、 simple statistic illustrates that jit is here to stay and also that firms must con sta ntly be searchi ng for ways to cut costs and achieve an advantage jit is one way to achieve that end result.in order to un dersta nd how jit works a com mon vocabulary n eeds to be established from which to furth

15、er discuss the topic and gain in sight into why so many firms have adopted it. as previously stated, one of the key components of jit is to reduce waste and add value there are several activities that a company must monitor as targets for reducing waste. among these are, excessive waste times, infla

16、ted inventories, unneeded people or material movement, unnecessary processing steps, numerous variabilities throughout a firm's activities and any other nonvalue adding activity. a key example of this is a new plant that caterpillar is bringing online in the near future by reducing the number of

17、 times a bucket had to be repositioned while it was being welded, caterpillar was able to reduce the amount of time the bucket spent in the welding line, reduce labor costs by limiting idle time at the welding stati on and in crease the efficie ncy of the en tire manu facturi ng process the layout a

18、nd inventories that are part of a jit strategy may seem the most logical steps to reduce waste and in crease value by simply redevelop!ng the layout of certain facilities a firm can reduce the time it takes for supplies to get to the next step in process and cut costs associated with that movement o

19、ne way to do this is to have work-in-progress close to the next station in the manufacturing chain. couple this with lowering inventories and a powerful combination is formed to reduce costs. in lowering inventories a firm can reap n umerous ben efits; batch sizes, set-up times and safety stock are

20、all reduced, ergo costs are trimmed and value is added but in order to achieve these things a firm must be willing to accept the problems that these actions can either uncover or create dell computers participates in both of these activities and they are now the industry leader. dell has warehouse s

21、pace at their manufacturing facilities in which suppliers keep parts directly on-site which is the quintesse ntial jit layout .in additi on, dell is constantly working to achieve "jiv inventories of only four days and in doing so are constantly uncovering and solving supply chain problems.going

22、 hancbin-hand with maintaining just in time inventory levels is jit scheduling. by working to reduce inventory to the lowest possible working levels, a firm must constantly be adjusting its schedule of ordering and delivering. in doing so, communication both up and down the supply chain is critical.

23、 frequent orders are placed for supplies and small producti on runs are con sta ntly being in itiated .in order to achieve this break neck pace of order/producti on schedule, a firm must constantly be making small changes to orders/production and recognize that kanbans are of in credible importa nee

24、.possibly the single piece of jit that has the most re leva nee to a study of supply chain management is the partnerships that are essential to making jit truly work. a firm cannot implement a jit system by itself; it must have the complete cooperation of its entire supply chain.the sheer amount of

25、information that is needed for a jit system to operate well dema nds part nerships to be formed and n urtured, almost to the point at which an entire supply chain operates as one firm examples of these kinds of partnerships are everywhere in today's business world. xyz-company allows its key sup

26、pliers to work directly at their manufacturing sites and place orders as needed for the parts that that supplier suppliesother concepts of just in time also need to be introduced in order to have a discussion about what truly makes just in time a worthy endeavor. by the 1980s the japanese had achiev

27、ed manufacturing greatness by practicing continuous improvement, in that a firm is constantly working to improve in every facet of its business functions. to do this a firm must always in crease quality, look for inno vative ways to solve problems and in crease focus on the quality of its suppliers

28、all of these are cornerstones of a modern jit system lastly, getting the workforce to buy into a jit lean manufacturing system is important because without the dedication of the workforce, any endeavor is sure to fail. there are several ways to achieve workforce commitment. a simple way is to cross

29、train the workforce members outside of their n ormal busi ness function and help in crease an employee's problem solving ability .in doing so a firm is empoweri ng its workforce to think about their function in a new way while looking for ways to improve and giving them an overall view of the en

30、tire firm, not just their single job. when this is coupled with the support of management, an increase in resources to solve problems, and an increase in employee roles and responsibility, a workforce will feel empowered and work to make just in time a success for the businessstrengths of jitthere i

31、s a lot of strength in incorporating jit lean manufacturing in a company. jit makes product!on operations more efficient, cost effective and customer responsive jit allows manufacturers to purchase and receive components just before they're needed on the assembly line, thus relieving manufacture

32、rs of the cost and burden of housing and managing idle parts in that respect, company spokesman for dell figueroa, says "with our pull-to-order system, we've been able to eliminate warehouses in our factories and have improved factory output by double by adding production lines where wareho

33、uses used to be". the ben efit of carr ying smaller amounts of in bou nd, in process, and fin ished goods inven tory exists regardless of the firm's operati ng con text (size, producti on tech no logy, etc.) just in time appeals to many companies because it helps prevent manufacturers from

34、being stuck with inventory that may become obsolete jit was initially developed and justified based on cost reduction and quality improvement dimensions. now, companies view jit as providing an approach to achieving excellenee in the elimination of waste, as well as making the compa ny more resp on

35、sive to short-term customer dema nd patter ns.jit manufacturing can be a real money-saver for a company. companies are not only more responsive to their customers, but they also have less capital tied up in raw materials and finished goods inventory, allowing companies to optimize their transportati

36、on and logistics operations (ups, 2003). overall, jit manufacturing results in lower total system costs and improved product quality with jit； some plants have reduced inventory more than fifty-percent and lead time more than eighty-percent. jit is lowering costs and inventory, reducing waste, and r

37、aising the quality of products weaknesses of jitjust as jit has many strong points, there are weaknesses as well. "in just-in-time, everythi ng is very in terdepe ndent. every one relies on everybody else" (greenberg, 2002). because of this str ong interdependence with jit, a weakness in t

38、he supply chain caused by a jit weakness can be very costly to all linked in the chain. jit processes can be risky to certain businesses and vulnerable to the supply chain in situati ons such as labor strikes, i nterrupted supply lin es, market dema nd fluctuations, stock outs, lack of communication

39、 upstream and dow nstream in the supply chai n and un foreseen product! on interrupt! ons.labor strikes, stock outs, and port lockouts can quickly disrupt an entire supply chain while jit processes are in place"adhering to the just-in-time concept can be expensive in times of emergency such as

40、at ports" (greenburg, 2002). when a ship arriving from asia full of supplies cannot make it to shore, the compa ny using jit gen erally has very little inventory to compensate for the emergency this lack of inventory is exactly what makes jit so great to companies in reducing costs, yet making it risky as well by in some cases not having enough buffer inventories to react and