Abstract:
ﻮﻟﻴﺪ در ﻛﻼس ﺟﻬﺎﻧﻲ ) (WCMﻳﻚ ﻣﻔﻬﻮم ﻛﻠﻴﺪی و ﻣﻬﻢ در ﺟﻬﺎن ﻣﻌﺎﺻـﺮ اﺳـﺖ ﻛـﻪ ﺗﻮﺟـﻪ ﺑﺴﻴﺎری از ﺻﻨﺎﻳﻊ را ﺑﻪ ﺧﻮد ﺟﻠﺐ ﻛﺮده اﺳﺖ. ﺑﺴـﻴﺎری ﺳـﺎزﻣﺎنﻫـﺎ از ﺳﻴﺴـﺘﻢ ﺗﻮﻟﻴـﺪ در ﻛـﻼس ﺟﻬـﺎﻧﻲ ﺑﻪﻣﻨﻈﻮر رﻗﺎﺑﺖ در ﺑﺎزار ﺟﻬﺎﻧﻲ اﺳﺘﻔﺎده ﻣﻲﻛﻨﻨﺪ. دﻳﺪﮔﺎهﻫﺎی ﮔﻮﻧﺎﮔﻮﻧﻲ درﻣﻮرد ﻓﻠﺴﻔﻪ و ﻣﻔﺎﻫﻴﻢ وﻳﮋﮔﻲﻫﺎی WCMﻣﻄﺮح اﺳﺖ اﻣﺎ آﻧﭽﻪ ﺑﻪﻋﻨﻮان ﻋﻨﺼﺮ ﻛﻠﻴـﺪی ﻣﻄـﺮح اﺳـﺖ، رﺳـﻴﺪن ﺑـﻪ ﻋﻤﻠﻜـﺮدی ﻣﻄـﺎﺑﻖ ﺑـﺎ "ﺑﻬﺘﺮﻳﻦﻫﺎ در ﺳﻄﺢ ﺟﻬﺎﻧﻲ" اﺳﺖ. ﺗﺎﻛﻨﻮن ﻋﻮاﻣﻞ ﻣﺘﻌﺪدی ﺷﻨﺎﺳﺎﻳﻲ ﺷﺪهاﻧﺪ ﻛﻪ ﺑﺮ ﭘﻴﺎدهﺳﺎزی ﻣﻮﻓﻖ ﺗﻮﻟﻴﺪ در ﻛﻼس ﺟﻬﺎﻧﻲ ﻣﺆﺛﺮ ﻫﺴﺘﻨﺪ، اﻣﺎ ﭘﮋوﻫﺶﻫﺎی ﻛﻤﻲ در ﺣﻮزه ارزﻳﺎﺑﻲ اﻳﻦ ﻋﻮاﻣﻞ در ﻛﺸـﻮرﻫﺎی در ﺣـﺎل ﺗﻮﺳﻌﻪ اﻧﺠﺎم ﺷﺪه اﺳﺖ. ﻫﺪف اﺻﻠﻲ اﻳﻦ ﻣﻘﺎﻟﻪ، اراﺋﻪ ﺗﻜﻨﻴﻜﻲ ﺑﺮای ارزﻳـﺎﺑﻲ ﻋﻮاﻣـﻞ ﻛﻠﻴـﺪی ﭘﻴـﺎدهﺳـﺎزی ﻣﻮﻓﻖ ﺗﻮﻟﻴﺪ در ﻛﻼس ﺟﻬﺎﻧﻲ و ﻣﻘﺎﻳﺴﻪ ﺗﻮاﻧﺎﻳﻲ دو ﺷﺮﻛﺖ ﻣﻮرد ﻣﻄﺎﻟﻌﻪ در ﭘﻴﺎدهﺳﺎزی ،WCMﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺷﺎﺧﺺ ﻧﻬﺎﻳﻲ ﺑﻪدﺳﺖ آﻣﺪه ﺑﺮای ﻫﺮ ﺷﺮﻛﺖ اﺳﺖ. اﻳﻦ ﺗﻜﻨﻴﻚ ﺗﺮﻛﻴﺒﻲ از دو روﻳﻜﺮد ﻣﺪلﺳﺎزی ﺳﺎﺧﺘﺎری ﺗﻔﺴﻴﺮی ( )،ISMﺗﺌﻮری ﮔـﺮاف و روﻳﻜـﺮد ﻣﺎﺗﺮﻳﺴـﻲ ( ) GTMAاﺳـﺖ ﻛـﻪ در دو ﺷـﺮﻛﺖ ﺧﻮدروﺳـﺎزی (اﻳﺮانﺧﻮدرو و ﺳﺎﻳﭙﺎ()ﺑﻪﻛﺎر ﮔﺮﻓﺘﻪ ﺷﺪه اﺳﺖ. ﺑﺮاﺳﺎس ﻧﺘﺎﻳﺞ اﻳﻦ ﭘﮋوﻫﺶ، اﻣﻜـﺎن ﺗﻌﻴـﻴﻦ ﻣﻴـﺰان ﺗﻮاﻧـﺎﻳﻲ ﺷﺮﻛﺖﻫﺎ در ﭘﻴﺎدهﺳﺎزیWCM ﻫﻤﭽﻨﻴﻦ ﻣﻘﺎﻳﺴﻪ و رﺗﺒﻪﺑﻨﺪی ﺷﺮﻛﺖﻫﺎ از ﺣﻴﺚ ﺗﻮاﻧـﺎﻳﻲ در ﭘﻴـﺎدهﺳـﺎزی WCMﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺷﺎﺧﺺ ﻫﺮ ﺷﺮﻛﺖ ﻓﺮاﻫﻢ ﻣﻲﺷﻮد
World Class Manufacturing (WCM) is a key concept in the contemporary world that has attracted the attention of many industries. Many of the organizations in order to compete in the global market use world class manufacturing system. There are different views about the philosophy and concepts of WCM features، but what is considered as a key element is to achieve performance consistent with the «best in the world». Many factors that contribute to the successful implementation of world class manufacturing have been identified، but a little research on the evaluation of these factors has been done in developing countries. The main objective of this paper is to present a technique that assesses key factors of the successful implementation of world class manufacturing and shows the impact of these factors on the implementation of world class manufacturing in the form of a numeric index that is attributed to the organization. This technique combines two approaches that are interpretive structural modeling (ISM)، graph theory and matrix approach (GTMA). Also، the numerical index of the technique provides the capable of comparing and ranking organizations in terms of the WCM implementation. To implement this technique in two automobile companies (Iran Khodro and Saipa) important factors in the implementation of world-class Manufacturing have been identified and assessed
Machine summary:
دوره 5، ﺷﻤﺎره 1 ﺑﻬﺎر و ﺗﺎﺑﺴﺘﺎن 2931 ﺻﺺ 08-36 ارزﻳﺎﺑﻲ ﻋﻮاﻣﻞ ﻛﻠﻴﺪي ﭘﻴﺎدهﺳﺎزي ﻣﻮﻓﻖ ﺗﻮﻟﻴﺪ در ﻛﻼس ﺟﻬﺎﻧﻲ ﺑﺎ اﺳﺘﻔﺎده از روﻳﻜﺮد ﻳﻜﭙﺎرﭼﻪ ﻣﺪلﺳﺎزي ﺳﺎﺧﺘﺎري ﺗﻔﺴﻴﺮي )،(ISM ﺗﺌﻮري ﮔﺮاف و روﻳﻜﺮد ﻣﺎﺗﺮﻳﺴﻲ )(GTMA )ﻣﻄﺎﻟﻌﻪ ﻣﻮردي:ﮔﺮوه اﻳﺮانﺧﻮدرو و ﺳﺎﻳﭙﺎ( 3 اﻛﺒﺮ ﻋﺎﻟﻢ ﺗﺒﺮﻳﺰ1، ﺣﻤﻴﺪرﺿﺎ ﻃﻼﻳﻲ2، اﻟﻨﺎز ﻣﺮادي ﻮﻟﻴﺪ در ﻛﻼس ﺟﻬﺎﻧﻲ ) (WCMﻳﻚ ﻣﻔﻬﻮم ﻛﻠﻴﺪي و ﻣﻬﻢ در ﺟﻬﺎن ﻣﻌﺎﺻـﺮ اﺳـﺖ ﻛـﻪ ﺗﻮﺟـﻪ ﺑﺴﻴﺎري از ﺻﻨﺎﻳﻊ را ﺑﻪ ﺧﻮد ﺟﻠﺐ ﻛﺮده اﺳﺖ.
ﻫﺪف اﺻﻠﻲ اﻳﻦ ﻣﻘﺎﻟﻪ، اراﺋﻪ ﺗﻜﻨﻴﻜﻲ ﺑﺮاي ارزﻳـﺎﺑﻲ ﻋﻮاﻣـﻞ ﻛﻠﻴـﺪي ﭘﻴـﺎدهﺳـﺎزي ﻣﻮﻓﻖ ﺗﻮﻟﻴﺪ در ﻛﻼس ﺟﻬﺎﻧﻲ و ﻣﻘﺎﻳﺴﻪ ﺗﻮاﻧﺎﻳﻲ دو ﺷﺮﻛﺖ ﻣﻮرد ﻣﻄﺎﻟﻌﻪ در ﭘﻴﺎدهﺳﺎزي ،WCMﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺷﺎﺧﺺ ﻧﻬﺎﻳﻲ ﺑﻪدﺳﺖ آﻣﺪه ﺑﺮاي ﻫﺮ ﺷﺮﻛﺖ اﺳﺖ.
از اﻳﻦرو، ﺑﺎ اﺳﺘﻔﺎده از روش ﻣﺪلﺳﺎزي ﺳﺎﺧﺘﺎري ﺗﻔﺴﻴﺮي ) ،(ISMاﺑﺘﺪا ﺑﻪ ارزﻳـﺎﺑﻲ ﻋﻮاﻣـﻞ ﻛﻠﻴـﺪي ﻣﺆﺛﺮ ﺑﺮ ﭘﻴﺎدهﺳﺎزي WCMو رواﺑﻂ ﺑﻴﻦ آﻧﻬﺎ ﭘﺮداﺧﺘﻪ ﺳـﭙﺲ دﻳـﺎﮔﺮافﻫـﺎي ﺳـﻄﺢﺑﻨـﺪي ﺷـﺪه، ﻣﻌﻴﺎرﻫﺎ و زﻳﺮﻣﻌﻴﺎرﻫﺎ را ﺑﻪدﺳﺖ آورده و درﻧﻬﺎﻳﺖ ﺑﺎ اﺳﺘﻔﺎده از ﺗﺌﻮري ﮔـﺮاف و روﻳﻜـﺮد ﻣﺎﺗﺮﻳﺴـﻲ ) (GTMAﺷﺎﺧﺺ ﻋﺪدي ﻫﺮ ﺷﺮﻛﺖ در راﺑﻄﻪ ﺑﺎ ﭘﻴﺎدهﺳﺎزي WCMرا ﺑﻪدﺳﺖ آورده ﺗـﺎ اﻣﻜـﺎن ﻣﻘﺎﻳﺴﻪ ﺷﺮﻛﺖﻫﺎ ﻧﻴﺰ از اﻳﻦ ﺣﻴﺚ ﻣﻬﻴﺎ ﺷﻮد.
( Varinder Singh & Agrawalﻫﻤﭽﻨﻴﻦ ﺑـﺮاي ﻳـﺎﻓﺘﻦ ﺑﻴﺸـﺘﺮﻳﻦ و ﻛﻤﺘـﺮﻳﻦ ﻣﻘﺪار ﻋﺪدي ﺗﺎﺑﻊ ﺛﺎﺑﺖ در ﺳﻄﺢ زﻳﺮﺳﻴﺴﺘﻢﻫﺎ و در ﺳﻄﺢ ﺳﻴﺴﺘﻢ ﻣﻲﺗﻮان ﻣﻘﺎدﻳﺮ اﻧﺪازه ﺷﺎﺧﺺﻫﺎ ﻛﻪ ﻫﻤﺎن ﻋﻨﺎﺻﺮ ﻗﻄﺮ اﺻﻠﻲ در ﻣﺎﺗﺮﻳﺲﻫﺎي ﻣﺘﻐﻴﺮ ﻧﻬﺎﻳﻲ اﺳﺖ را ﺑﻴﺸﺘﺮﻳﻦ و ﻛﻤﺘﺮﻳﻦ ﻋﺪد ﻣﻘﻴﺎس ﺗﻌﺮﻳﻒ ﺷﺪه ﻳﻌﻨﻲ ﻧﻪ و ﻳﻚ درﻧﻈﺮ ﮔﺮﻓﺘﻪ و ﺛﺎﺑﺖ ﻣﺎﺗﺮﻳﺲ را اﺑﺘﺪا در ﺳﻄﺢ زﻳﺮﺳﻴﺴﺘﻢﻫﺎ و ﺳﭙﺲ ﺑﺎ اﺳﺘﻔﺎده از ﻧﺘﺎﻳﺞ ﺣﺎﺻﻠﻪ ﺛﺎﺑﺖﻫﺎي ﻣﺎﺗﺮﻳﺲ در ﺳﻄﺢ ﺳﻴﺴﺘﻢ را ﻣﺤﺎﺳﺒﻪ ﻛﺮد.
Evaluation of buyer- supplier relationships using an integrated mathematical approach of interpretive structural modeling (ISM) and graph theoretic matrix: The case study of Indian automotive SMEs. Journal of Manufacturing Technology Management, 19(1), 92–124.