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在拚斗激烈、厂商不惜削价竞争的录象带市场,日本东京电气公司(TDK)却独树一帜,以大幅度降低生产阶段成本的战略,继续稳坐录象带制造业龙头老大的地位。在日本能率协会举办的“综合生产性优秀奖纪念演讲会”上,东京电气公司媒体事业部部长仲藤正雄谈到:“今年本公司录象带在工厂生产阶段的成本,比起6年前,降低了3/4……。”话音刚落,会场已经骚动起来,听众交头接耳,议论纷纷。降低3/4的成本,换句话说,今年的生产成本,不过是6年前的1/4而已。跨越常识范围东京电气公司究竟是怎样做到这一点的?普通常见的降低成本方式,大都从“如何减低现今成本”的构想出发,例如“去年成本降低10％,今年一样把目标定为10％”或者“成本
In the video market, where competition is fierce and manufacturers are willing to cut prices, TDK is unique in its strategy to significantly reduce the cost of the production phase and continues to be the leader of the video tape manufacturing industry. At the “Comprehensive Productive Excellence Awards Symposium” held by the Japan Energy Association, Tokyo Electric’s media department head, Masatoshi Sakamoto, said: “The cost of the company’s video tape at the factory production stage this year is six years ago. , reduced by 3/4 ....“ The voice just fell, the venue has been turmoil, the audience whispered, talking about one after another. To reduce the cost of 3/4, in other words, the cost of production this year is only 1/4 of 6 years ago. How does Tokyo Electric Co., Ltd. cross the scope of common sense? Common common cost-reduction methods are mostly based on the idea of “how to reduce current costs”. For example, “The cost was reduced by 10% last year and the target is set at 10% this year. ”Or "cost