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在关于管理方面的各种奥妙用语中,我最喜欢使用的是“抓住基准点”。你从前没有听说过这一用语吗?那是贝尔电话公司早先采用的一项新办法,也就是一个企业首先要认定什么是全行业中的最佳产品和最佳生产方法,然后再把本厂的产品和它们进行对比。 这个过程共分三个步骤。首先要明确哪个是本行业中的最佳产品。其次是对它进行解剖,找出使它成为最佳产品原因。最后是调整本厂产品标准,使它达到该基准点。 汽车制造厂在运用基准点方面是很成功的。假如通用汽车公司的技师们在仔细察看一辆丰田汽车,他们就会把它拆开,看看丰田正在从事的工作中通常应该做些什么。他们会逐一记下丰田车给他们留下深刻印象的各项新发明,然后找出怎样使通用汽车达到同
Among the various subtle words about management, my favorite thing to use is to “grab the benchmark.” Have you ever heard of this term before? This is a new approach that Bell Telephone Company used earlier, that is, a company must first determine what is the best product and best production method in the industry, and then put this The factory’s products are compared with them. This process is divided into three steps. The first thing to clarify is which is the best product in the industry. The second is to dissect it and find out why it is the best product. Finally, we adjusted the factory’s product standards so that it reached this benchmark. The automaker was very successful in using benchmarks. If GM’s technicians carefully look at a Toyota car, they will take it apart and see what Toyota should normally do in the job it is doing. They will take note of the new inventions that Toyota is impressing them on a one-by-one basis, and then figure out how to bring GM to the same level.