从价值工程到全员价值管理

现在生产经营活动中,日益增加的成本已经使许多企业感到了巨大的压力,特别是2009年全球范围内的经济危机至今还没恢复,许多著名的企业已经破产,或一蹶不振。这迫使许多企业都采取了一些降成本的方法,其中VAVE价值分析与价值工程的方法是其中之一。由于VAVE是一个舶来品,一个是许多人还不了解,再者传统的VAVE由于其自身的不足,造成VAVE推行不畅,VAVE仅仅作为降低成本一个方法,都停留在成本控制层面,其实VAVE作为丰田生产模式一部分,远不是一种方法,而是一种文化。本文尝试从传统VAVE的不足开始分析,并融合精益生产理论,发展出价值管理理论,并进一步提出全员价值管理理论。

VE and Total Value Management

Enterprise is feeling the cost pressure during its operation,special in 2009 economic crisis,some famous company,such as GM,CHRYSLER,have to declare bankruptcy or watch their stock prices drop.Many enterprises have to take some measure to reduce cost,VAVE is one of them.But VAVE for china was from overseas,some people in China don't understand,or due to traditional VAVE have any its defect,so cause VAVE meet some block during implementation,VAVE only regards as the way of cost reduction,keep it in the layer of cost control,but as the parts of TPM,VAVE is not only a way,but also a culture.So this thesis tries to analyze the defect of traditional VAVE,develop VALUE Management,then Total Value Management.