Supplier relations and management: A survey of Japanese,Japanese-transplant,and U.S. auto plants

This article presents the results of a questionnaire survey sent to a sample of automobile manufacturers in the United States and Japan (including Japanese-managed plants in the United States) during the spring of 1990. The data support observations that Japanese and U.S. practices tend to differ in key areas and Japanese suppliers perform better in dimensions such as quality (defects) and prices (meeting targets, reducing prices over time); and that Japanese-managed auto plants established in the United States have, in general, adopted Japanese practices and receive extremely high levels of quality from Japanese as well as U.S. suppliers. These findings provide evidence that Japanese practices and performance levels are transferable outside Japan and suggest that considerable improvements are possible for U.S. suppliers supplying U.S. auto plants. In addition, the survey indicates that U.S. firms have adopted at least some practices traditionally associated with Japanese firms, apparently reflecting some convergence toward Japanese practices and higher performance levels in supplier management.     

Employee involvement in American corporations

At the direction of the U.S. Senate subcommittee on Governmental Affairs, the general Accounting Office (GAO) conducted a survey of employee involvement practices within American companies. The population consisted of top management within Fortune's 500 largest manufacturing and 500 largest service companies. An analysis of the data examined three broad areas relating to employee involvement: (1) the existing organizational programs and processes such as personnel practices, information sharing, and training; (2) the degree of corporate participation in specific employee involvement programs including the reasons for undertaking employee involvement programs, and the perceived barriers to the implementation of employee involvement programs; and (3) the perceived effect of employee involvement on organizational operation as measured by changes in indicators of performance and activities within the internal business environment.     

塑窗组装与安装的管理

塑窗组装与安装的管理是塑窗厂的一项重要工作，章对塑窗组装与安装的管理环节，应采取哪些控制和协调进行了分析，提出了加强这些管理的措施。     

360度绩效评价研究

绩效评价是现代人力资源管理的重要内容之一,如何客观、公正地评价员工的绩效,采用更加灵活的模式评价管理者的工作,是当前人力资源管理与实践亟待探讨和解决的问题。本文阐述了360度评价法的产生和发展过程,通过对案例的分析进一步说明其优缺点,最后提出展望。     

形成新产品批量生产能力的管理思路与实践

本文紧密结合实例,详细阐述了以系统论的思想,应用发展TQM,配以人本论的观念形成新产品批量生产能力的,立体管理思路、内容、应用及效果。     

论中小企业的发展困境及战略选择

目前中小企业发展缓慢,甚至出现大量破产,倒闭的现象,这种现象的发生除了与宏观环境的影响外,还与中小企业自身固有的缺陷有关,文章认为要解决中小企业的发展问题,主要要从中小企业内部的主控因素出发,根据企业自身特点和市场竞争程度,科学地选择发展战略才是解决问题的前提。     

一种私钥管理实现技术

在对私钥管理技术深入研究的基础上，设计了一个私钥管理系统，并从系统的角度分析了私钥管理过程中所遇到的各种风险和最大程度地降低风险的方法。     

电子商务环境下的内部控制与风险管理

会计职业人员对评估内部控制并实施风险管理的技能已熟知多年。这种经过时间检验并证明行之有效的经验和专业技能是会计职业产业独特影响的知识基础。随着电子商业的发展，尽管目前尚没有统一且标准的定义，但其发展对会计职业却提出了挑战。从某种意义上讲，企业的风险评估增加了很多新的内容，而与之相对应的内部控制也需要进行必要的调整，从而实行风险管理。本文拟就电子商务环境下的内容控制和风险 管理及其手段进行分析。     

铁路运输客货管理机制的探讨

随着我国加入WTO和铁路全面参与运输市场竞争,必须尽快构建适应市场需求的铁路客货管理的动力机制和运作机制,以激发企业和员工搞好营销的内在活力,同时要构建铁路客运和货运的服务质量评价指标,以及相应的质量监督和考核管理办法,做到各项管理活而不乱、管而不死,使铁路客货运输服务质量不断提高,以满足不断增长的经济和社会发展需要。     

建立计算机管理系统 提高机车检修质量

山海关机务段针对传统质量管理手段和机车检修方法存在管理方法落后、检测手段落后和考核机制滞后等弊端,建立机车检修质量计算机管理系统。该系统具有收集处理检修质量信息,提供质量分析、定责、考核依据,强化配件检修质量及检修质量控制等功能,促进了机车质量稳步提高,为旅客列车安全正点运行提供了有力保障,为运输畅通和增运增收发挥了重要作用。