這家Toshiba 工廠早在多年前賣給Canon公司
---
2004/11/27 中午,兩位高雄某電子公司資訊執行長(CIO)和工廠經理來談,
梅克•弗魯因(W. Mark. Fruin)《知識工廠——東芝公司智力資本管理》 (Knowledge Works: Managing Intellectual Capital at Toshiba, New York: Oxford University Press,
1997)余昌楷等譯,北京:華夏出版這社,2001
《知識工廠:東芝公司智力資本管理》為「
在網路上談到「知識工廠」,也用Knowledge Factory,不過,本書用Knowledge
Works,而且是複數。
本書基本要點上可讀、可參考,當然,翻譯著作不理想之處頗多【
Mark. Fruin寫錯。圖1.2和1.3的說明完全相同,圖4.7
不清楚。p.81的「李家」大學,日本的5S(p.103),
列出各章目次供參考:
第1章(ONE) 形態、創造性和競爭(Form, Creativity, and Competitiveness)
第2章(TWO) 創新和更新的結構(Architectures for Innovation and Renewal )
第3章(THREE)組織運動(Organizational Campaigning )
第4章(FOUR) 管理競爭與合作(Managing Competition and Cooperation )
第5章(FIVE) 卡式電腦(Computer-on-a-Card)
第6章(SIX) 知識工廠國際化(Internationalizing Knowledge Works)
第7章(SEVEN )學習戰略和學習工廠(Learning Strategies and Learning Factories)
以下部分,翻譯本完全省略:
注釋Notes
書目Bibliography 【引許多作品,正文缺注】
附錄Appendix
索引Index
用英文簡介(Book Description)並加點評語:
This book describes why, for the past twenty-five years, Japanese productivity has been growing more rapidly than productivity in the U.S. (本書談其Total Productivity之運動、作用,當然,
The author brings his experience of working at the Yanagicho Works of the Toshiba
Corporation, in Kawasaki City. Like so many Japanese factories, this one is highly productive, efficient, and flexible. While the factory is ordinary looking on the outside, its workers are anything but ordinary as they constantly strive to improve the way they work and
the quality of the products they produce. The key to this is the
continuous creation and application of knowledge throughout the
factory, from workers on the shop floor, to research and development
engineers, to top management【
(翻譯者在第一章將該廠區的地理說明、
沒有留言:
張貼留言