Operations management from Taylor to Toyota and Beyond英文电子书.pdf

British Journal of Management, Vol. 6 , Special Issue, S17PS29 (December 1995) Operations management - fromTaylor to Toyota - andBeyond? C. A. Voss BT Professor of Total Quality Management, London Business School, UK SUMMARY This paper sets out to review past and current research in operations management, and to explore current and future issues facing the area. It reviews the history of the area, and the patterns of research content and type. It reviews the evolution of lean production connecting the work of Taylor to its development at Toyota, and uses this to propose three key elements of operations management in the 1990s, namely, the core, interfaces and convergence. Current issues relating to research in operations management are explored and it is argued that there is a need for aggressive research agendas. Finally, possible future agendas for the area are explored. 1. Operations Management - An panies in particular industries led to the belief that Historical Perspective there was a strong link between choices in manu- facturing and company strategies (Skinner, 1969). Operations management as we know it today Figure I illustrates how these initial influences have probably has its roots in two areas. The first is the led to many of the core concerns of operations work of people such as Taylor and the Gilbreths. management. The second is in the development of industrial By the 1980s the discipline of