TOC哲学论（一）
<p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">不仅以一套独特的<b style="mso-bidi-font-weight: normal;">“整体论”、“简单论</b>”等思想理念作基础，还提供了一套有效的以系统内在的“简单性”为着眼点来发现问题解决问题的“<b style="mso-bidi-font-weight: normal;">思维过程”</b>方法，并且在生产管理、产品分销、项目管理、财务和业务绩效管理、市场营销和销售、人力资源关系等方面提供了一套完整的方法论。这是</span><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">在美国、欧洲以及一些发展中国家取得成功实施的理论保证。下面我们对</span><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">的基础理论、思维过程和生产经营管理方法的主要观点作一阐述。</span><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;"><span lang="EN-US"><p></p></span></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">2 TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">基本理念</span><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;"><span style="mso-spacerun: yes;"> </span><p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">2.1 </font></span><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">整体论</span></b><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
</span></b><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;"><p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">就像文章开始时我们举的例子，其实这家企业的员工和管理层都是非常优秀的，但是公司却由非常优秀变得越来越不优秀。为什么？因为部门没有把公司的整体目标作为自己的目标，因为每一个措施都会自然地产生我们说不期望的负面效应。例如，</span><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">认为，增加利润的主要途径是提高有效产出，而运营支出会随着产出的增加而稍微提高，我们只要保证有效产出的增加幅度大于运营支出的增加幅度就能实现净利润的提高。片面地降低成本是目前大多数处于“成本世界”的企业的误区之一，我们在随后的财务指标章节中会作进一步阐述。</span><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">认为，局部的目标应该与系统整体的目标相一致，局部的业绩指标应该与公司的业绩指标直接联系，企业的生产销售应遵从统一的步调，对组织的目标和改善计划全体员工要有一致的理解。</span><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<span lang="EN-US"><p></p></span></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">2.2 </font></span><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">简单论</span></b><b style="mso-bidi-font-weight: normal;"><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<p></p></span></b></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">任何看起来复杂的系统都是由内在固有的“简单性”把各部分有机联系在一起的，任何一个部分都有可能对其他部分产生影响，一个局部的改进有可能带来其它相关部门的退步。正如上例中所举的零部件的成本降低引起产品质量的降低。</span><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">“思维过程”中对每一个措施都要事先分析其可能带来的负面效应，并采取适当的修正措施以预防负面效应的发生，来保证所有部门和措施有机地联系在一起共同实现组织的目标。</span><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<span lang="EN-US"><p></p></span></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">2.3 </font></span><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">矛盾论</span></b><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
</span></b><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;"><p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">为什么现实中总存在约束？是什么真正阻碍了我们突破物理资源或政策的约束？高德拉特博士认为：未解决问题的存在是因为存在未解决的矛盾冲突。而在现实中，真正的解决不了的矛盾是不存在的，而只存在对现实的错误理解和假想。我们一直习惯于靠妥协来回避矛盾，是因为我们还没有找到双赢的能化解矛盾的解决方案。</span><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">通过现实中发现的问题，找出其背后存在的矛盾冲突，进而分析引起冲突的错误假想，并采取双赢的、无负面效应的解决措施来化解错误假想，这就是</span><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">著名的“思维过程”的基本思路。</span><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<span lang="EN-US"><p></p></span></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">2.4 </font></span><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">波动论</span></b><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
</span></b><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;"><p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">现实中总存在一些不确定的变化和波动的因素，比如市场需求的变化、运输时间的波动。</span><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">认为任何对波动的管理和优化都是徒劳的，所以既然我们改变不了自然，那就改变我们自己。</span><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">建议通过改变我们的管理方法来容纳不确定因素的存在。比如需求和运输存在波动，所以我们必须持有适当的库存，“零库存”是很难真正实现的。</span><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<span lang="EN-US"><p></p></span></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">2.5 </font></span><b style="mso-bidi-font-weight: normal;"><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">人善论</span></b><span lang="EN-US" style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<p></p></span></p><p class="MsoNormal" align="left" style="BACKGROUND: #eef1f3; MARGIN: 0cm 0cm 0pt; TEXT-ALIGN: left; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-pagination: widow-orphan;"><span lang="EN-US" style="FONT-SIZE: 12pt; COLOR: #284755; mso-font-kerning: 0pt;"><font face="">TOC</font></span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">认为所有员工的出发点都是好的，问题存在的根源是因为不正确的政策导致错误的假设。比如，采购部订购了超过实际需求的材料，可能是因为价格是他们的主要指标，显然增大采购量可以提高他们的“业绩”。</span><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
</span><span style="FONT-SIZE: 12pt; COLOR: #284755; FONT-FAMILY: 宋体; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">先告诉我怎么衡量我，然后我才告诉你怎么行为处世！这句简单的哲理，正是我们制定各种政策和衡量指标、引导所有员工一起努力实现公司共同目标的基础。</span><span style="FONT-SIZE: 10pt; COLOR: #284755; FONT-FAMILY: Verdana; mso-font-kerning: 0pt; mso-bidi-font-family: 宋体;">
<span lang="EN-US"><p></p></span></span></p><p> </p><p>该贴来自群组：<a href="groupindex.asp?groupid=14" target="_blank"><font color=red><b>TOC约束理论</b></font></a></p>
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