深化石油装备制造企业用户满意工程途径探讨

<正>一、石油装备制造企业实施用户满意工程的现状目前,石油装备制造企业纷纷根据中国石油天然气集团公司推荐的"用户满意度调查表"法和"综合分析"法,在企业内(内部顾客)外(外部顾客)展开了用户满意度测评工作,对是否已满足顾客要求的感受的信息进行监视,通过多项方式、多种渠道、多个样本了解和掌握顾客的亲身感受,对存在的问题积极组织相关部门进行整改,以不断提高顾客满意度,使企业获得发展和壮大。     

我国装备制造企业的服务化转型

<正>制造企业的服务化转型,即由传统的制造向服务型制造转型。服务型制造是制造与服务相融合的新制造模式,是基于制造的服务和服务的制造而产生的新型制造概念,制造企业着重为顾客提供产品服务系统,是从传统的产品制造向产品服务系统和整体解决方案的转变。     

服务型制造模式下海工装备制造服务价值网络研究

文章基于海工装备制造行业背景,对服务型制造模式下海工装备企业价值网络展开探讨。首先分析服务型制造模式的服务价值网络的形成机理与服务价值网络的结构;其次,针对海洋工程装备制造特点,分析海工装备产品制造服务网络,构筑海工装备制造服务价值网络构建并分析其维系与战略调整。     

我国装备制造企业的服务化转型

制造企业的服务化转型，即由传统的制造向服务型制造转型。服务型制造是制造与服务相融合的新制造模式，是基于制造的服务和服务的制造而产生的新型制造概念，制造企业着重为顾客提供产品服务系统，是从传统的产品制造向产品服务系统和整体解决方案的转变。     

大型装备企业服务型制造研究综述

服务型制造是我国大型装备企业转型升级的必由之路。在分析了大型装备企业内外部环境,归纳了服务型制造组织模式的基础上,指出以大型装备企业为核心的产品服务系统供应商模式比较符合当前我国装备制造企业转型的需要,接着讨论了该模式下大型装备企业服务型制造实施相关支撑技术,并建立了大型装备企业服务型制造利益模型。     

基于RFM模型视角的服务成本与顾客价值关系研究

随着市场经济环境下供需双方的角色转变,现代企业不得不付出较多的服务成本来维持现有顾客的忠诚度并挖掘潜在顾客。但随着服务成本的逐渐提高,同一顾客对于企业的价值也逐渐变小。本文根据对某制造企业一年以来交易数据的研究,提取服务成本的主要支出项目,采用层级回归和相关性分析的方法,研究了服务成本支出项目与顾客价值的关系。实证结果显示,服务成本的支出项目对顾客价值都有正向影响,但是影响大小有所不同,从而为企业调整服务成本支出偏重提供了依据。     

酒店服务的有形化策略

与提供实物产品的制造企业相比，酒店提供的产品就是无形的服务。酒店服务的无形性，限制了顾客对酒店服务质量、服务水平的认同，不利于对忠诚顾客的培养。因此，研究酒店服务的有形化，对提高酒店业的知名度、美誉度和顾客忠诚度，都有重要的意义。     

追求市场份额还是追求顾客忠诚

关于企业应以市场份额为中心还是应以顾客忠诚为中心,这是一个在理论上和现实生活中都没有很好地解决的问题。文章以美国营销科学研究院开展的PIMS研究结论和美国服务营销专家赖克赫尔德等人的研究结论为基础,提出了制造类企业应以市场份额为中心、服务类企业应以顾客忠诚为中心的观点。     

制造企业服务创新与竞争优势的关系述评

随着经济的的快速发展,以顾客需求为主导的买方市场越发成熟.在制造企业开展服务创新的过程中,如何才能为企业创造竞争优势是本文研究的主要问题.本研究通过文献研究方法总结出:对于制造企业来说,技术主导的服务创新对竞争优势的建立有明显的影响,但行业环境因素在这个过程中起到了重要的调节作用.以顾客为中心的技术与服务融合式的服务创新能够很好地结合行业环境的变化,给制造企业带来持续性的竞争优势.     

分析个性需求 关注顾客体验

南京工艺装备制造有限公司创建于1952年,是国家大型二类企业、江苏省高新技术企业,同时还是中国机床工具协会常务理事单位。南京工艺始终坚持技术引领市场的战略,积极推进用户满意工程,通过提升质量管理体系和优化内部管理模式,建立了"大质量"观念和快速响应的市场机制,坚持通过顾客满意度测评发现改进机会,不断持续改进产品和服务质量,提高顾客满意程度。     

Turnover and Knowledge Loss: An Examination of the Differential Impact of Production Manager and Worker Turnover in Service and Manufacturing Firms

This research examines the comparative effects of production manager and worker turnover in service and manufacturing settings. We suggest that, due to the centrality of human action in services and the ability of manufacturers to insulate the technical core, service and manufacturing companies are differentially dependent on and impacted by the loss of production manager and worker knowledge. The results from a survey of 150 service and manufacturing firms provide partial support for this notion and show that turnover impacts these organizations differently. More specifically, we find that: (1) the negative impact of production worker turnover on firm performance is greater in service settings than in manufacturing settings; and (2) the negative impact of production worker turnover on firm performance is greater than the impact of production manager turnover in service firms. In addition, our findings show that organizational capital moderates the turnover–performance relationship for production workers in service firms.     

质量——企业利润之源

企业要生存就要不断创造利润,顾客是企业利润的提供者。本文从质量的含义、质量——市场竞争的焦点、质量——突破国际贸易技术壁垒的利器等方面论述了质量对于利润的重要性,从战略的层面、营销的层面、设计的层面、采购的层面、生产的层面和顾客服务的层面探讨了企业通过质量来获取利润的有效途径。     

上市制造业公司实施财务共享中心影响因素的实证研究

制造业是一个国家的立国之本、强国之本、富民之本。制造业的繁盛与否更是反映了一个国家治理能力的高低。因此,论文基于目前我国上市制造业公司公布的数据,通过阅读大量的国内外文献,总结了关于实施财务共享服务中心的一些影响因素,从而得到自变量。论文以上市制造业公司中已建立财务共享中心的公司为因变量,构建Logistic回归方程模型,经回归分析得出财务共享服务中心构建的影响因素。     

Organizational structure and the internal economy of the firm: The UK insurance industry

There now exists a substantial volume of empirical evidence which has examined the superiority of the ‘M’-form organizational structure for the management of large, diversified enterprises. Regrettably, attention has mainly been focused on manufacturing companies, despite the rising importance of the service sector in most major economies. This paper examines organizational structures within one segment of the UK service sector: the insurance industry. In the UK this industry has undergone significant, regulatory-driven structural change and, as a consequence, the majority of companies have undertaken organizational change. The results produced, however, suggest that many of these companies adopted sub-optimal divisionalized structures.     

The Strategic Effects of Information Technology on Organisational Performance in a Developing Environment

Abstract

The study examines empirically the relationships between information technology, organisational performance, and sectors. The effects of IT on the organisational performance are evaluated with respect to generic strategic opportunities obtained from IT. This relationship and to what extent companies in the two sectors, manufacturing and service sectors, utilise these opportunities are comparatively studied. The findings of the study have shown that the effects of information technology on organisational performance and the relationship between generic strategic opportunities and organisational performance are different in the manufacturing and the service sectors.     

基于DEA的机械制造业上市公司生产经营效率评价

文章建立评价东部地区25家机械制造行业上市公司生产经营效率的数据包络分析模型,测算了各上市公司的总体效率、技术效率、规模效率及其规模效益状况;分析了各类机械制造业上市公司在投入、产出及资源配置效率等方面的特点,进而提出促进机械制造业高效发展的若干建议。     

基于DEA的机械制造业上市公司生产经营效率评价

文章建立评价东部地区25家机械制造行业上市公司生产经营效率的数据包络分析模型,测算了各上市公司的总体效率、技术效率、规模效率及其规模效益状况;分析了各类机械制造业上市公司在投入、产出及资源配置效率等方面的特点,进而提出促进机械制造业高效发展的若干建议。     

Strategies for Developing an Environmentally Sustainable Supply Chain: Differences Between Manufacturing and Service Sectors

This research illuminates the debate on whether there are differences between the manufacturing and service sectors in the matter of developing a sustainable environmental supply chain. Over the past 5 years a survey has been conducted with 800 large European companies, of which half are in the manufacturing sector and half in the service sector. The hypotheses within the survey are related to strategies for developing an environmental supply chain. They were derived from a literature review and were tested by means of a chi‐square test. The survey questionnaire enabled the respondents to give some viewpoints about the hypotheses. In this way, strategies for developing the supply chain such as ISO 14001, the Eco‐Management and Audit Scheme (EMAS), Life Cycle Assessment (LCA), auditing, waste management systems, reverse logistics, environmental indicators, remanufacturing and reuse have been investigated. Results show interesting and unexpected differences between manufacturing and service sectors that can lead to further research, practical implications and even suggestions for the surveyed companies. For instance, the viewpoints of manufacturing and service industries differ over ISO 14001 and EMAS implementation in the supply chain. In addition, service industries approach the implementation of auditing, reverse logistics, reuse and remanufacturing in a way different from that of manufacturing. Other strategies are considered essential by both sectors. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.     

Closing the innovative loop: moving from the laboratory to the shop floor in biotechnology manufacturing

Innovation is a hallmark of successful technology-intensive start-up companies. This paper considers manufacturing as a knowledge-generating activity integral to product innovation in entrepreneurial biotechnology firms. The model of the virtual corporation has been advocated as a means to focus on the resources of start-up companies; yet regional specialization in technical applications and product categories suggests that manufacturing may be a knowledge-generating activity that can provide a potential source of regional advantage. This paper considers the manufacturing strategies that bio-entrepreneurs would like to pursue and explores barriers to forward integration. While capital constraints may force firms to licence and subcontract manufacturing, it was found that entrepreneurs believe that it is important to undertake manufacturing and, when they are financially able, they invest in manufacturing facilities. The authors conclude by providing a framework for considering when it might be most appropriate for biotechnology firms to invest in manufacturing.     

Overhead and overlooked

Operations management conventionally divides processes into either manufacturing or service. An important third category of process is overlooked by that classification: the overhead process. In particular, the overhead process that is not tied to a product is especially overlooked by operations management research. Nevertheless, companies are awash in such processes. This paper identifies and classifies such processes and asserts that they are susceptible to the same kinds of improvement that can be made to manufacturing and service processes.