六朝刘宋儒学探析——以颜延之、宗炳思想为例

根据六朝刘宋儒学的发展状况,儒学衰微的原因在于自身理论的内在困境。以颜延之、宗炳为代表的思想家面对当时儒学的状况及其困境,探索解决方法,提出了自己的主张,由此而与儒学守旧者发生激烈的理论冲突。     

在传统与现代之间——麦金太尔政治哲学研究

“盲人摸象”这个寓言设计了一种很直观形象的场景,向人们说明人类对自然认识的进程以及人类认识的局限性。正确地理解这个寓言可以从中得到深刻的认识论启示。     

廖平经学思想研究述评

20世纪80年代以来,对廖平经学思想的研究在前人的基础上取得了可喜的成果.对廖平经学思想的研究主要集中在对廖平经学六变的学术道路及其变因的研究上.在这方面取得了一些共识,但也有一些不同的观点.另外,关于廖平和康有为经学思想师承关系的研究也是一个热点问题.在这方面出现的研究成果使这一问题越来越明朗,但真正解决仍需时日.只有从社会历史发展的时代特征与学术主体的思想相结合的角度来重新评价廖平的经学思想,我们对廖平的经学思想的认识才会更为客观和全面.     

从“四化同步”到“六化协调”:县域产业升级发展新思路

随着“绿色化”理念的不断深入人心以及在中国经济发展过程中经济服务化在我国GDP产值中所占比值越来越大,把“四化同步”适时调整为“六化协调”已是大势所趋。“六化协调”发展与县域产业升级的密切关系为河北省县域产业升级振兴带来新思路,如何做?首先要找差距,抓重点,提升县域“六化协调”整体发展水平;其次要加强“六化”各系统之间互动,提升县域“六化”各系统发展水平;最后要制定区域化的“六化”发展战略,优化河北省“六化”协调发展的空间格局。     

Using Lean Six Sigma to improve mobile order fulfilment process in a telecom service sector

This study proposes and follows a specific and systematic framework for implementing Lean Six Sigma (LSS) methodology in a telecom company in order to improve customer satisfaction by minimizing the company’s response time to customer requirements. The goal of this study was achieved by utilizing several LSS tools under five phases of the DMAIC methodology. Unlike previous studies in the telecom sector that used only qualitative method, in this study, both qualitative and quantitative methods were utilized to draw meaningful conclusions. As a result of the implementation of the LSS methodology, the average order fulfilment lead time for sales orders (SO) and value-added service (VAS) orders was reduced from 10.3 to 5.9 days and from 1.5 to 0.5 days, respectively. The reduction in lead time resulted in an increase in the sigma level for SO and VAS orders from 0.44 to 1.26 and from 0.73 to 2.66, respectively. These improvements were expected to lead to a financial benefit in savings of over $600,000 per year in operational costs, enhancements to customer experience and an increase in revenue generating opportunities. Moreover, this article enriches the existing literature on the application of LSS concept in the service industry, and helps the company to speed up the response to customer requirements.     

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

This paper provides the first systematic look into the existing research on performance management (PM) practices employed in lean manufacturing organisations (LMOs). It adopts a systematic review method to examine the evidence generated in the period 2004 – 2015 and uses a comprehensive PM framework to synthesise the findings. The results suggest that PM practices that have the most prominent role in LMOs are those that, firstly, are located closest to front-line actions and, secondly, explicitly address operational realities. This calls into question the primacy of accounting-driven controls in LMOs, suggesting that operational controls may be more effective than top-down accounting-based PM practices. The results also confirm the bias towards operational-level issues but suggest that LMOs may integrate the operational and the strategic levels by using PM practices that drive organisational learning through employee involvement and engagement.     

National culture and organisational culture in lean organisations: a systematic review

Despite the extensive literature suggesting that culture plays a key role in lean implementations, no previous review has focused on the topic. This study is a systematic review of the literature that synthesises over two decades of publications according to the levels of national culture (NC) and organisational culture (OC) and maps which cultural dimensions foster or hinder lean implementation. In terms of NC, this study shows that Japanese cultural traits might hinder lean, such as masculinity and power distance, hence avoiding the over simplification that lean is a country-specific management approach. In terms of OC, the literature review unveils a lack of consensus and underlines two paradoxes, namely the co-existence of both process and result-focused orientations and both normative and pragmatic approaches. This review ultimately offers a relevant agenda for lean research as well as a guide for managers who face the challenge of implementing and sustaining lean in their organisations.     

Application of hybrid framework to facilitate lean six sigma implementation: a manufacturing company case experience

This study aims to propose a hybrid framework for lean six sigma (LSS) based on the prioritisation of barriers and solution approaches, to facilitate hassles free applications for handling the challenges of wastes reduction and quality improvement. The study identifies 27 LSS barriers and 22 solution approaches through literature review and utilises feedback from industry experts. For framework, study uses fuzzy AHP-PROMETHEE to prioritise LSS barriers and solution approaches. Incorporating fuzzy sets in analytical hierarchy process (AHP) ensures the optimality of barrier weights. Whereas, preference ranking organisation method for enrichment of evaluations (PROMETHEE) helps in pairwise comparisons of solution approaches with respect to each LSS barrier, facilitating fair judgements. This research guides regarding the development of framework and checks its suitability and robustness through case application of an Indian manufacturing organisation. Authors expect that researchers and practitioners will find study useful for LSS and multi criteria decision making(MCDM) domains.     

Operationalising lean in healthcare: the impact of professionalism

Abstract

Lean is endorsed as policy in practice in the UK but the challenges and complexities affecting Lean in healthcare are still to be adequately assessed. Through a qualitative single case study of an NHS organisation implementing Lean, 43 interviews with multi-disciplinary team members involved in Lean were conducted. The progress of Lean is found to be inhibited as medical professionals have failed to engage or provide clinical leadership in supporting the trajectory of Lean. This resulted in limited outcomes, sustainability implications, and failed projects. Lean is challenged by complexity and this is evident in conflicts between professional identity, corresponding status and clinical/managerial relationships. Medical professionals as a group have received a limited focus in papers assessing the progress of Lean in Healthcare from an operational perspective. Going forward, strategies for mitigating the negative impact of this can be developed to support operational managers in the healthcare domain.     

在精益生产和全面质量管理视角下重新审视清洁生产

清洁生产的概念正风行全球,而作为企业管理两大先进方式的精益生产和全面质量管理早已在 中国的不少企业中实施开来。本文从介绍清洁生产的背景出发,结合清洁生产的核心理念以及精益生产和全 面质量管理理论的精髓,讨论了清洁生产与精益生产和全面质量管理之间的相互关系,并指出清洁生产是精 益生产和全面质量管理理念在21世纪的可持续发展形式和载体。