مدیریت دانش در سیستمهای تولید ناب
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی|
|12397||2012||6 صفحه PDF||12 صفحه WORD|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Procedia CIRP, Volume 3, 2012, Pages 436–441
2. اجرای سیستمهای تولید ناب
2.2 دانش در اجرای LPS
3. مدیریت دانش
3.1 شرایط و تعاریف4
. جریانهای دانش در اجرای LPS
4.1 جریانهای دانش
شکل1: مثالی برای ساختار جریانهای دانش در اجرای LPS 25و26
شکل2 بحران مفصل(جامع) در جریانهای دانش
4.2 نقشهای متفاوت در اجرای LPS
5. مدیریت دانش غیر متمرکز در LPS
5.1 تحلیل جریان دانش
5.2 روش راهنما
The implementation of Lean Production Systems is more than redesigning some production processes. The most seminal change has to be made in people's knowledge. Otherwise, the changes will not be sustainable. Most implementation processes describe the sequence of necessary tasks but do not regard the integration of knowledge in the organization. Therefore, it is necessary to analyze how knowledge and knowledge flows can be described. The research showed that a multitude of different knowledge flows can occur during the implementation of Lean Production Systems and that a decentralized, role-specific approach can help to identify adequate methods of knowledge management.
competition in order to offer products with the best quality to reasonable costs and with a minimal lead time. Countless benchmarks are conducted by consulting firms and scientific facilities. Probably the most recognized benchmark was the International Motor Vehicle Program (IMVP) that was conducted by the Massachusetts Institute of Technology in the 1980s. The research revealed the superiority of Japanese manufacturing enterprises, especially Toyota. Furthermore, the authors described the basic principles of the so-called lean management. ,  At the same time, the former Toyota engineer and founder of the Toyota Production System (TPS) Taiichi Ohno published his experiences from developing and improving processes at Toyota. Thereby, the theoretical fundamentals of lean should have been widely spread.Western enterprises started to implement some of the identified principles but did not achieve the expected results. It took years to find out that they had implemented isolated principles but failed to implement an integrated system. Lean implementation turned out to be more than a common improvement project. Manufacturing enterprises then tried to implement holistic Lean Production Systems in order to achieve more sustainable results. Nevertheless, most LPS implementations still fall short of the expectations. Several authors identified that many companies focus on the visible elements of LPS like methods and tools and tend to change the layouts and processes of their production. However, the critical factors for the sustainable success of production systems are generally rather people-related than technology-related. ,  Five root causes for common barriers have been identified, that have to be adapted to the specific requirements of LPS implementation: Leadership, organizational culture, planning, organizational structure and LPS knowledge.  This paper focuses on the two aspects organizational structure and LPS knowledge. The field of implementation has already been focused by several authors , , , ,  and their findings will be described in the next chapter. Based on these findings, approaches for the organizational structure and the knowledge management in LPS are shown. Both have a strong interrelation because knowledge has to be transferred between different roles in the organization.These roles depend on the specific organizational structure of the LPS implementation. The other two root causes, organizational culture and leadership, also have strong interrelations and are subject of other research activities.
نتیجه گیری انگلیسی
Knowledge is an essential part in the implementation of Lean Production Systems. However, recent implementation processes focus on the sequence of tasks but do not describe the process of integrating the relevant knowledge in the organization. This paper described the implementation process of LPS and possible forms to classify knowledge. It has been concluded that the development of a detailed reference model of knowledge flows is not possible so far because LPS implementation offers too many possible knowledge flows. The analysis of several actual implementations showed that the roles in implementation could be generalized as a basis for specific descriptions and further research. With the roles in LPS implementation, a method could be used, which allows to identify adequate methods for single knowledge flows. At the moment, this seems to be the best suited approach for supporting knowledge management in LPS implementation. Future research should try to find structures in knowledge flows that can be generalized in form of a reference model.