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1903年,日本的钟渊纺织工厂把一个小木箱挂在车间的墙壁上,让工人把生产中发现的问题反映上来。这个做法,很快被其他的一些工厂采纳。后来,日本的经营管理专家进行了调查和总结,认为它很有意义,并积极向企业界推广。此后,这种做法便在日本企业中逐渐流行起来了。日本企业大规模开展合理化建议活动,是在20世纪50年代末期。当时,日本经济正面临一次新的危机,企业为了寻求生路,纷纷发动职工献计献策。当时的川崎制铁公司曾面临极大困难,在困境中开
In 1903, a factory in Japan’s Chungli Textile Factory hung a small wooden box on the wall of the workshop to allow workers to reflect the problems found in its production. This approach was quickly adopted by some other factories. Later, Japanese management experts conducted a survey and concluded that it makes sense and is actively promoting it to the business community. Since then, this practice has gradually gained popularity among Japanese companies. The large-scale rationalization of Japanese companies recommended activities in the late 1950s. At that time, the Japanese economy was facing a new crisis. In order to find a way out for survival, enterprises started their work and put forth proposals. At that time Kawasaki Iron and Steel Company had faced great difficulties in the dilemma