استفاده از تئوری بازی پویا برای مکانیسم های تعامل در مدیریت ناب
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استفاده از تئوری بازی پویا برای مکانیسم های تعامل در مدیریت ناب

عنوان فارسی مقاله: استفاده از تئوری بازی پویا برای مکانیسم های تعامل شرکت کننده در مدیریت ناب
عنوان انگلیسی مقاله: The application of dynamic game theory to participant’s interaction mechanisms in lean management
مجله/کنفرانس: کامپیوترها و مهندسی صنایع - Computers & Industrial Engineering
رشته های تحصیلی مرتبط: مدیریت، مهندسی صنایع
گرایش های تحصیلی مرتبط: مدیریت اجرایی، مدیریت پروژه، تحقیق در عملیات
کلمات کلیدی فارسی: مدیریت ناب، بازی پویا، شرکت کننده، مکانیسم عمل
کلمات کلیدی انگلیسی: Lean management، Dynamic game، Participant، Mechanism of action
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.cie.2019.106196
دانشگاه: School of Management Science and Engineering, Shanxi University of Finance & Economics, Taiyuan, Shanxi 030006, China
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2020
ایمپکت فاکتور: 4/485 در سال 2019
شاخص H_index: 111 در سال 2020
شاخص SJR: 1/334 در سال 2019
شناسه ISSN: 0360-8352
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 9
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E14456
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Literature review


3- Variables and assumptions


4- Proposed model


5- Solution and analysis


6- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


This research focuses on the problems that enterprises are affected by multiple stakeholders in the process of lean management. Based on the dynamic game theory, through the construction of a three-stage game model, the article has researched on the interaction mechanism between internal and external stakeholders that affects the implementation of enterprise lean management. Through the research, the following conclusions are drawn: (1) At the beginning of lean management, hiring the third-party consultant experts to train employees, which is conducive to improving management efficiency; (2) the effort level of middle managers has nothing to do with the control of senior managers; (3) senior managers should not be too many constraints on third-party consultant experts; (4) senior managers should strive to coordinate the interests of all parties. The purpose of the paper is aimed to provide a reference of theory and practice of the implementation of lean management for enterprises.


Introduction


Lean management is derived from lean production, a type of production management based on the prototype of Toyota production system proposed by experts and scholars, and organized in 1990 at the Massachusetts Institute of Technology after more than 90 automobile factories were investigated and a comparative analysis was carried out around the world involving 17 countries in the International Motor Vehicle Program (IMVP). Womack et al., who put in place the guiding principles of lean manufacturing at the corporate strategy level, proposed the concept of lean thinking, and use it as the foundation of lean management, which applies lean thinking to enterprise management activities (Taylor, Taylor, & Mcsweeney, 2013). Lean management takes “full participation, continuous improvement, [eliminating] waste, [creating] value and [stimulating] positive energy” as its core. Its remarkable innovation performance has demonstrated its validity and advantages, and, led by the manufacturing enterprises, has changed the trajectory of the development of enterprises over the past few decades (Jasti & Kodali, 2015). A large number of successful cases of lean management practice show that lean management plays an important role in enhancing corporate governance innovation. Lean management can, that is, help enterprises to improve their levels of management innovation Jing, Niu, & Chang, 2015). However, currently, the effects of the implementation of lean management are not ideal. Baker (2002) conducts an effect survey of enterprises implementing lean management in the United Kingdom and Australia, and shows that less than 10% of enterprises achieve a higher lean level. In an identical survey conducted in the US, only 26% of those companies implementing lean management obtain better lean implementation effects (Blanchard, 2007; Comm & Mathaisel, 2005). The lean management implementation status of enterprises is even less desirable in China; many enterprises see results after long periods of time, but it is difficult to achieve lean management in the continuing operations of enterprises and some enterprises even appear to exhibit the “retrograde step”, in which many aspects of production and operations return to the state prior to the introduction of the lean management model. There are two primary reasons why the effects of implementing lean management have not been significant: (1) knowledge of lean management is scarce, and (2) not enough staff members participate in lean management implementation.

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