‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ

ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ‬
‫ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺇﺳﺮﺍﺀ ﻭﻋﺪ ﺍﷲ ﻗﺎﺳﻢ ﺍﻟﺴﺒﻌﺎﻭﻱ‬ ‫ﺑﺴﺎﻡ ﻣﻨﻴﺐ ﻋﻠﻲ ﺍﻟﻄﺎﺋﻲ‬

‫ﻣﺪﺭﺱ ﻣﺴﺎﻋﺪ‪/‬ﻗﺴﻢ ﺗﻘﻨﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﻣﺪﺭﺱ ﻣﺴﺎﻋﺪ‪/‬ﻗﺴﻢ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﻨﺎﻋﻴﺔ‬
‫ﺍﻟﻜﻠﻴﺔ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‪/‬ﻫﻴﺌﺔ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﺘﻘﲏ‬ ‫ﻛﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ‪/‬ﺟﺎﻣﻌﺔ ﺍﳌﻮﺻﻞ‬
‫‪[email protected]‬‬ ‫‪[email protected]‬‬
‫ﺍﻟﻌﺮﺍﻕ‬

‫ﺍﳌﻠﺨﺺ‬
‫ﻳﺘﻄﻠﻊ ﺍﻟﺒﺤﺚ ﺍﳊﺎﱄ ﺇﱃ ﺑﻴﺎﻥ ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ )‪ (Lean Manufacturing‬ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ )‪ . (sustainable competitive advantage‬ﻣﻦ ﺟﻬﺔ ﻳﻌﺪ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﺃﺣﺪ ﺃﻫﻢ ﺃﻧﻈﻤﺔ ﺍﻟﺘﺼﻨﻴﻊ‬
‫ﺍﳌﻌﺎﺻﺮﺓ ﺍﻟﱵ ﺣﻘﻘﺖ ﻟﻠﻤﻨﻈﻤﺎﺕ ﻧﺘﺎﺋﺞ ﻣﺒﻬﺮﺓ ‪ ،‬ﺇﺫ ﺃﻥ ﺍﻟﻔﻜﺮﺓ ﺍﻷﺳﺎﺳﻴﺔ ﻣﻦ ﻭﺭﺍﺀ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﺇﺯﺍﻟﺔ ﻛﻞ ﺃﺷﻜﺎﻝ ﺍﳍﺪﺭ ﺍﻟﻨﺎﲨﺔ ﻋﻦ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺼﻨﻴﻌﻴﺔ ﺍﻟﱵ ﻻ ﺗﻀﻴﻒ ﻗﻴﻤﺔ ﻟﻠﻤﻨﺘﺞ ‪ ،‬ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺇﳚﺎﺩ ﺍﻟﻘﻴﻤﺔ ﰲ ﺍﳌﻨﺘﺞ ﺍﻟﻨﻬﺎﺋﻲ ﻭﻣﻦ ﻣﻨﻈﻮﺭ ﺍﻟﺰﺑﻮﻥ ‪ .‬ﻭﻣﻦ ﺟﻬﺔ‬
‫ﺃﺧﺮﻯ ﺗﻌﺪ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻣﺼﻄﻠﺤﹰﺎ ﻳﻜﺘﺴﺐ ﺃﳘﻴﺔ ﻛﺒﲑﺓ ﰲ ﻋﺎﱂ ﺍﻷﻋﻤﺎﻝ ﻭﻧﻈﺮﺍ ﻟﻠﺘﻄﻮﺭﺍﺕ ﺍﳊﺎﺻﻠﺔ ﰲ ﻋﺎﱂ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺬﻱ ﻳﺘﺴﻢ‬
‫ﺑﺎﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﺴﺮﻳﻌﺔ ﻭﺍﻟﺪﻳﻨﺎﻣﻴﻜﻴﺔ ﻭﺗﻌﻘﺪﻫﺎ ﰲ ﳐﺘﻠﻒ ﺍ‪‬ﺎﻻﺕ ‪ ،‬ﺑﺎﺕ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺇﳚﺎﺩ ﻃﺮﻕ‬
‫ﻭﺃﺳﺎﻟﻴﺐ ﺟﺪﻳﺪﺓ ﻣﻦ ﺍﺟﻞ ﺍﺳﺘﺪﺍﻣﺔ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﻟﻌﻞ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﺗﻌﺪ ﺍﺣﺪ ﻫﺬﻩ ﺍﻷﺳﺎﻟﻴﺐ‪ .‬ﻭﺑﺸﻜﻞ ﻋﺎﻡ ﳛﺎﻭﺭ‬
‫ﺍﻟﺒﺤﺚ ﻋﺪﺩ ﻣﻦ ﺍﻟﺘﺴﺎﺅﻻﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﻮﺟﻮﺩ ﺗﺼﻮﺭﺍﺕ ﺣﻮﻝ ﻣﻔﻬﻮﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭ ﻣﺮﺗﻜﺰﺍﺗﻪ ﻣﻦ ﺟﻬﺔ ﻭﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‪ ،‬ﻭﰎ ﺍﺧﺘﺒﺎﺭ ﻓﺮﺿﻴﺎﺕ ﺍﻟﺒﺤﺚ ﺑﻮﺍﺳﻄﺔ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻹﺣﺼﺎﺋﻴﺔ ﻭﻣﻦ‬
‫ﺧﻼﻝ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ‪ SPSS‬ﻭﰎ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻻﺳﺘﺒﺎﻧﺔ ﻛﺄﺩﺍﺓ ﺭﺋﻴﺴﺔ ﳉﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻣﻦ ﻋﻴﻨﺔ‬
‫ﺍﻟﺒﺤﺚ ﻭﺗﻮﺻﻞ ﺍﻟﺒﺤﺚ ﺇﱃ ﳎﻤﻮﻋﺔ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﻭﰲ ﺿﻮﺀ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﺍﻟﱵ ﰎ ﺍﻟﺘﻮﺻﻞ ﺇﻟﻴﻬﺎ ﺗﻘﺪﻡ ﺍﻟﺒﺎﺣﺜﻮﻥ ﺑﻌﺪﺩ ﻣﻦ ﺍﻟﺘﻮﺻﻴﺎﺕ‬
‫ﺍﻟﱵ ﺗﻨﺴﺠﻢ ﻣﻊ ﺗﻠﻚ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ‪.‬‬
‫ﺍﻟﻜﻠﻤﺎﺕ ﺍﳌﻔﺘﺎﺣﻴﺔ‪ :‬ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ‪ ،‬ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ‪ ،‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪ ،‬ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‪.‬‬

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 ‫ ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬/‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬

The role of Lean Manufacturing Fundamentals to achieve sustainable

competitive advantage / analytical Study In The State Company For Drugs
Industries Medical Appliances/ Nineveh

Bassam Moneeb Ali al-Tai Israa' Wadallah Qassem

Assist Lecturer Assist Lecturer
Industrial Management operations management techniques

Iraq

Abstract
Current research is looking forward The role of Lean Manufacturing
Fundamentals to achieve sustainable competitive advantage. On the one hand is a
Lean Manufacturing is a manufacturing systems major contemporary made to
organizations, since the basic idea behind this concept is to remove all forms of
waste resulting from manufacturing operations which adds value to the product,
and focus on creating value in the final product from the perspective of the
customer. Term that is gaining great importance in business and because of
developments in business which is rapid changes, dynamism and complexity in
various fields it is essential to organizations working to find ways and new
methods for sustainable competitive advantages, and perhaps Lean
Manufacturing Fundamentals is one of these methods. Generally interviewing
Find a number of questions related to the existence of perceptions about the
concept of Lean Manufacturing and its Foundations, on the one hand and the
concept of sustainable competitive advantage on the other hand in the
organization in question, and Been tested hypotheses by a set of statistical
methods and through the program of statistical analysis SPSS was used
questionnaire as a tool head for the collection of necessary data and information
from a sample of research and research found to group conclusions in the light of
the conclusions reached provide researchers with a number of recommendations
that are consistent with those conclusions.
Keywords: of Lean Manufacturing, Lean Manufacturing Fundamentals,
sustainable competitive advantage, organization under discussion

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﳌﻘﺪﻣﺔ ‪:‬ﻃﻮﺭﺕ ﺷﺮﻛﺔ ‪ Toyota‬ﰲ ﺍﻟﻌﻘﻮﺩ ﺍﻷﺧﲑﺓ ﰲ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ ﻧﻈﺎﻡ ﺇﻧﺘﺎﺟﻲ ﺟﻴﺪ ﺍﺻﻄﻠﺢ ﻋﻠﻴﻪ ﺑﺪﺍﻳ ﹰﺔ ﺍﺳﻢ ﻧﻈﺎﻡ‬
‫‪ Toyota‬ﺍﻹﻧﺘﺎﺟﻲ ‪ ،‬ﺇﻻ ﺃﻥ ﺳﺮﻋﺎﻥ ﻣﺎ ﰎ ﺗﻄﻮﻳﺮﻩ ﻓﻴﻤﺎ ﺑﻌﺪ ﻟﻴﺼﺒﺢ ﲟﻔﻬﻮﻡ ﺟﺪﻳﺪ ﻭﻫﻮ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ‪ ،‬ﺇﻥ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰎ‬
‫ﺍﺳﺘﺨﺪﺍﻣﻪ ﻣﻦ ﻗﺒﻞ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻣﻦ ﺍﺟﻞ ﺍﳊﺪ ﻣﻦ‪ /‬ﺃﻭ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﻛﻞ ﺇﺷﻜﺎﻝ ﺍﳍﺪﺭ ‪ ،‬ﺇﺫ ﺇﻥ ﻓﻠﺴﻔﺘﻪ ﻗﺎﺋﻤﺔ‬
‫ﻋﻠﻰ ﺗﺮﺷﻴﻖ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﰲ ﺳﺒﻴﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﺨﺮﺟﺎﺕ ﺫﺍ‪‬ﺎ ﻓﻀﻼ ﻋﻦ ﺇﺯﺍﻟﺔ ﻛﻞ ﺃﺷﻜﺎﻝ ﺍﳍﺪﺭ ‪ .‬ﻭﰲ ﺿﻮﺀ ﺍﻟﺘﻄﻮﺭﺍﺕ‬
‫ﺍﳊﺎﺻﻠﺔ ﰲ ﳎﺎﻝ ﺍﻟﺼﻨﺎﻋﺔ ﺑﺮﺯ ﻟﺪﻯ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﺍﳋﺪﻣﻴﺔ ﻋﻠﻰ ﺣﺪ ﺳﻮﺍﺀ ﺍﻟﺴﻌﻲ ﻟﻴﺲ ﻓﻘﻂ ﻻﻣﺘﻼﻙ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﳌﻌﺮﻭﻓﺔ ﻭﻫﻲ )ﺍﻟﻜﻠﻔﺔ ‪ ،‬ﺍﳉﻮﺩﺓ ‪ ،‬ﺍﳌﺮﻭﻧﺔ ‪ ،‬ﺍﻟﺘﺴﻠﻴﻢ ‪ ،‬ﺍﻹﺑﺪﺍﻉ ‪ ،‬ﺍﳋﺪﻣﺔ ‪ ،‬ﺍﻟﺒﻴﺌﺔ( ﺑﻞ ﺍﻟﺴﻌﻲ ﻻﺳﺘﺪﺍﻣﺔ ﻫﺬﻩ ﺍﳌﺰﺍﻳﺎ ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﺩﻓﻊ‬
‫‪‬ﻢ ﺇﱃ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﻣﻔﺎﻫﻴﻢ ﻭﺃﺳﺎﻟﻴﺐ ﺟﺪﻳﺪﺓ ﺗﻌﻤﻞ ﻋﻠﻰ ﺍﺳﺘﺪﺍﻣﺔ ﻫﺬﻩ ﺍﳌﺰﺍﻳﺎ ﻭﻟﻌﻞ ﺃﺳﻠﻮﺏ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻗﺪ ﻳﻌﺪ ﺍﺣﺪ ﻫﺬﻩ‬
‫ﺍﻷﺳﺎﻟﻴﺐ ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﺩﻓﻊ ﺑﺎﻟﺒﺎﺣﺜﲔ ﺇﱃ ﺗﻨﺎﻭﻝ ﻫﺬﻳﻦ ﺍﳌﻮﺿﻮﻋﲔ ﰲ ﲝﺚ ﻭﺍﺣﺪ ‪ .‬ﺑﺸﻜﻞ ﻋﺎﻡ ﺗﻀﻤﻦ ﺍﻟﺒﺤﺚ ﺍﳌﺒﺎﺣﺚ ﺍﻵﺗﻴﺔ ‪:‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ ‪ :‬ﺍﻹﻃﺎﺭ ﺍﻟﻨﻈﺮﻱ ﻟﻠﺒﺤﺚ‬ ‫ﺍﳌﺒﺤﺚ ﺍﻷﻭﻝ ‪ :‬ﻣﻨﻬﺠﻴﺔ ﺍﻟﺒﺤﺚ‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺮﺍﺑﻊ ‪ :‬ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﻭﺍﳌﻘﺘﺮﺣﺎﺕ‬ ‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﻟﺚ ‪ :‬ﺍﻹﻃﺎﺭ ﺍﻟﺘﻄﺒﻴﻘﻲ ﻟﻠﺒﺤﺚ‬

‫ﺍﻟﻔﺼﻞ ﺍﻷﻭﻝ‬
‫ﻣﻨﻬﺠﻴﺔ ﺍﻟﺒﺤﺚ‬
‫ﺃﻭ ﹰﻻ‪ -‬ﻣﺸﻜﻠﺔ ﺍﻟﺒﺤﺚ‪ :‬ﻣﻨﺬ ﻣﻄﻠﻊ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ ﻇﻬﺮﺕ ﺗﻮﺟﻬﺎﺕ ﻛﺜﲑﺓ ﺗﺴﻌﻰ ﺇﱃ ﺗﺮﺷﻴﻖ ﻋﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺝ ‪ ،‬ﲟﻌﲎ ﺁﺧﺮ‬
‫ﺍﻻﻗﺘﺼﺎﺩ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﻭﻋﺪﻡ ﺍﻟﺘﺒﺬﻳﺮ ﻓﻴﻬﺎ ‪ ،‬ﻣﻦ ﺍﺟﻞ ﲢﻘﻴﻖ ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﻌﺎﻟﻴﺔ ﰲ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ‪ ،‬ﺣﻴﺚ ﻳﺪﻭﺭ ﳏﺘﻮﻯ ﻣﻔﻬﻮﻡ‬
‫ﺍﻟﺘﺮﺷﻴﻖ ﺑﺸﻜ ﹴﻞ ﻋﺎﻡ ﺣﻮﻝ ﲢﻘﻴﻖ ﺇﳒﺎﺯ ﻋﺎ ﹴﻝ ﻣﻊ ﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﻗﺖ ‪ ،‬ﺍﳋﺰﻳﻦ ‪ ،‬ﺍﻟﻌﻤﻞ )ﺟﻬﺪ ﺍﻟﻌﺎﻣﻠﲔ(‪ ،‬ﻭﺭﺃﺱ ﺍﳌﺎﻝ ‪ ،‬ﰲ‬
‫ﻼ ﻋﻦ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻒﺀ ﻟﻠﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ‪ ،‬ﺇﻻ‬
‫ﺳﺒﻴﻞ ﲢﻘﻴﻖ ﺯﻳﺎﺩﺓ ﰲ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﻭﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻭﺗﻘﻠﻴﻞ ﺍﻟﺘﻠﻒ ﻭﻛﻞ ﺃﺷﻜﺎﻝ ﺍﳍﺪﺭ‪ ،‬ﻓﻀ ﹰ‬
‫ﺃﻥ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﰲ ﳏﺎﻓﻈﺔ ﻧﻴﻨﻮﻯ ﻋﻠﻰ ﳓﻮ ﻋﺎﻡ ﻭﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ ﻻ‬
‫ﺗﻌﻲ ﺑﺄﳘﻴﺔ ﻣﻮﺿﻮﻉ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﻣﺪﻯ ﺗﺄﺛﲑﻩ ﻣﻦ ﺍﺟﻞ ﲢﻘﻴﻖ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﺳﺘﺪﺍﻣﺘﻬﺎ ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﰎ ﺗﺄﺷﲑﻩ ﰲ‬
‫ﺍﻟﺰﻳﺎﺭﺓ ﺍﻻﺳﺘﻄﻼﻋﻴﺔ ﺍﻟﱵ ﻗﺎﻡ ‪‬ﺎ ﺍﻟﺒﺎﺣﺜﺎﻥ ﰲ ﺍﻟﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ ‪ ،‬ﺍﺗﻀﺢ ﳏﺪﻭﺩﻳﺔ ﻣﻌﺮﻓﺔ ﺍﳌﺪﺭﺍﺀ ﲟﻔﻬﻮﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﻫﻢ‬
‫ﻼ ﻋﻦ ﳏﺪﻭﺩﻳﺔ ﻣﻌﺮﻓﺘﻬﻢ ﺑﺄﳘﻴﺔ ﺍﺳﺘﺪﺍﻣﺔ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﻫﺬﺍ ﻣﺎ ﺣﻔﺰ ﺍﻟﺒﺎﺣﺜﺎﻥ ﻣﻦ ﺍﺟﻞ ﺍﻟﻘﻴﺎﻡ ﺑﺈﺟﺮﺍﺀ ﻫﺬﺍ ﺍﻟﺒﺤﺚ‬
‫ﻣﺮﺗﻜﺰﺍﺗﻪ ‪ ،‬ﻓﻀ ﹰ‬
‫‪ .‬ﺑﺸﻜﻞ ﻋﺎﻡ ﳛﺎﻭﺭ ﺍﻟﺒﺤﺚ ﻋﺪﺩ ﻣﻦ ﺍﻟﺘﺴﺎﺅﻻﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﻮﺟﻮﺩ ﺗﺼﻮﺭﺍﺕ ﺣﻮﻝ ﻣﻔﻬﻮﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭ ﻣﺮﺗﻜﺰﺍﺗﻪ ﻣﻦ ﺟﻬﺔ‬
‫ﻭﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‪.‬‬
‫ﻣﻦ ﺧﻼﻝ ﻣﺎ ﺳﺒﻖ ﳝﻜﻦ ﲢﺪﻳﺪ ﺍﳌﺸﻜﻠﺔ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺒﺤﺚ "ﺑﻀﻌﻒ ﺇﺩﺭﺍﻙ ﺍﳌﺪﺭﺍﺀ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ ﺣﻮﻝ ﺍﻵﻟﻴﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ‬
‫ﻣﻦ ﺍﺟﻞ ﺇﺯﺍﻟﺔ ﻛﻞ ﺃﺷﻜﺎﻝ ﺍﳍﺪﺭ ﻭﺑﺎﻟﺘﺎﱄ ﺿﻌﻒ ﻗﺪﺭ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﶈﻠﻴﺔ ﻭﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﳚﻌﻠﻬﺎ ﻻ ﺗﺴﺘﻄﻴﻊ‬
‫ﺃﻥ ﺗﻘﻮﻡ ﺑﺎﳊﻔﺎﻅ )ﺍﺳﺘﺪﺍﻣﺔ( ﻋﻠﻰ ﻣﺰﺍﻳﺎﻫﺎ ﻭﺑﺎﻟﺘﺎﱄ ﳚﻌﻠﻬﺎ ﻋﺮﺿﺔ ﻟﻔﻘﺪﺍﻥ ﻫﺬﻩ ﺍﳌﺰﺍﻳﺎ "‬
‫ﺛﺎﻧﻴﹰﺎ‪ -‬ﺃﳘﻴﺔ ﺍﻟﺒﺤﺚ‪ :‬ﳝﻜﻦ ﲢﺪﻳﺪ ﺃﳘﻴﺔ ﺍﻟﺒﺤﺚ ﻣﻦ ﺧﻼﻝ ﺍﻷﰐ ‪:‬‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﻷﳘﻴﺔ ﺍﻟﻨﻈﺮﻳﺔ ‪ :‬ﲤﻜﻦ ﺃﳘﻴﺔ ﺍﻟﺒﺤﺚ ﺍﻟﻨﻈﺮﻳﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﻔﻬﻮﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﻣﺮﺗﻜﺰﺍﺗﻪ ﻭﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ‬ ‫‪.1‬‬
‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪ ،‬ﻣﻦ ﺍﺟﻞ ﺗﻘﺪﱘ ﺇﻃﺎﺭ ﻧﻈﺮﻱ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺗﻄﺒﻴﻖ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﻇﻞ ﺗﻮﻓﺮ ﺑﻴﺌﺔ ﺗﻄﺒﻴﻘﻴﺔ ﻣﻨﺎﺳﺒﺔ‬
‫ﻟﻠﺸﺮﻛﺔ ﻣﻦ ﺍﺟﻞ ﲢﻘﻴﻖ ﺍﺳﺘﺪﺍﻣﺔ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬
‫ﺍﻷﳘﻴﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ ‪ :‬ﺃﻣﺎ ﺍﻷﳘﻴﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ ﻓﻘﺪ ﺗﻀﻤﻦ ﺍﺧﺬ ﻋﻴﻨﺔ ﻣﻦ ﺃﻋﻀﺎﺀ ﳎﻠﺲ ﺍﻹﺩﺍﺭﺓ ﻭ ﻣﺪﺭﺍﺀ ﺍﻷﻗﺴﺎﻡ ﻭﺍﻟﺸﻌﺐ ﰲ ﺍﳌﻨﻈﻤﺔ‬ ‫‪.2‬‬
‫ﻗﻴﺪ ﺍﻟﺒﺤﺚ ﲤﻬﻴﺪﺍ ﻟﻘﻴﺎﺱ ﻣﺪﻯ ﻭﻋﻲ ﺍﳌﺪﺭﺍﺀ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ ﲟﻔﻬﻮﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﻣﺮﺗﻜﺰﺍﺗﻪ ﻣﻦ ﺟﻬﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ ﻣﻦ ﺟﻬﺔ ﺛﺎﻧﻴﺔ ﻭﺍﻟﻌﻼﻗﺔ ﺑﻴﻨﻬﻤﺎ ﻣﻦ ﺟﻬﺔ ﺛﺎﻟﺜﺔ‬
‫ﺛﺎﻟﺜﺎ‪ -‬ﺃﻫﺪﺍﻑ ﺍﻟﺒﺤﺚ‪ :‬ﻳﻬﺪﻑ ﺍﻟﺒﺤﺚ ﺇﱃ ‪:‬‬
‫ﻼ ﻋﻦ ﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪.‬‬
‫ﺍﻟﺘﻌﺮﻳﻒ ﲟﻔﻬﻮﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﻣﺮﺗﻜﺰﺍﺗﻪ ﻓﻀ ﹰ‬ ‫‪.1‬‬
‫ﺍﻟﺘﻤﻬﻴﺪ ﺑﺎﲡﺎﻩ ﺇﳚﺎﺩ ﺑﻴﺌﺔ ﺗﻄﺒﻴﻘﻴﺔ ﻣﻨﺎﺳﺒﺔ ﻣﻦ ﺍﺟﻞ ﺗﻄﺒﻴﻖ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﺍﻟﻜﺎﻣﻠﺔ ﻣﻦ ﻣﺰﺍﻳﺎ ﻫﺬﺍ‬ ‫‪.2‬‬
‫ﺍﻟﺘﻄﺒﻴﻖ‪.‬‬
‫ﺭﺍﺑﻌﹰﺎ‪ -‬ﺃﳕﻮﺫﺝ ﺍﻟﺒﺤﺚ‪ :‬ﰎ ﺇﻋﺪﺍﺩ ﺃﳕﻮﺫﺝ ﺍﻟﺒﺤﺚ ﺍﻟﻔﺮﺿﻲ ﺍﻟﺬﻱ ﻳﻌﻜﺲ ﻃﺒﻴﻌﺔ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻣﺘﻐﲑﻱ ﺍﻟﺒﺤﺚ ﻭﻛﺎﻻﰐ‪:‬‬

‫ﺍﻝ‬
‫ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‬

‫ﺍﻟﺘﺤﺴﲔ‬ ‫ﺍﻟﺘﺼﻨﻴﻊ‬ ‫ﺍﻟﺘﻐﲑ ‪/‬ﺍﻹﻋﺪﺍﺩ‬ ‫ﺗﻨﻈﻴﻢ ﺑﻴﺌﺔ‬ ‫ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ‬

‫ﺍﳌﺴﺘﻤﺮ‬ ‫ﺍﳋﻠﻮﻱ‬ ‫ﺍﻟﺴﺮﻳﻊ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﺸﺎﻣﻠﺔ‬

‫ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬

‫ﺍﻟﺸﻜﻞ )‪(1‬‬ ‫عالقة ارتباط‬

‫ﺃﳕﻮﺫﺝ ﺍﻟﺒﺤﺚ‬
‫عالقة تاثير‬

‫ﺧﺎﻣﺴﹰﺎ‪ -‬ﻓﺮﺿﻴﺎﺕ ﺍﻟﺒﺤﺚ ‪ :‬ﺍﻋﺘﻤﺎﺩﺍ ﻋﻠﻰ ﺃﳕﻮﺫﺝ ﺍﻟﺒﺤﺚ ﰎ ﺻﻴﺎﻏﺔ ﻓﺮﺿﻴﺘﲔ ﺭﺋﻴﺴﺘﲔ ‪:‬‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻷﻭﱃ‪ :‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﺑﲔ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳎﺘﻤﻌﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ‬
‫ﺍﻟﺒﺤﺚ ‪ ،‬ﻭﺗﻨﺒﺜﻖ ﻋﻨﻬﺎ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻵﺗﻴﺔ ‪":‬ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﻛﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﳌﻴﺰﺓ‬
‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ" ‪.‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ :‬ﻫﻨﺎﻙ ﺗﺄﺛﲑ ﻣﻌﻨﻮﻱ ﳌﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳎﺘﻤﻌﺔ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‬
‫‪ ،‬ﻭﺗﻨﺒﺜﻖ ﻋﻨﻬﺎ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻵﺗﻴﺔ ‪":‬ﻫﻨﺎﻙ ﺗﺄﺛﲑ ﻣﻌﻨﻮﻱ ﻟﻜﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬
‫ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ" ‪.‬‬
‫ﺳﺎﺩﺳﺎ‪ -‬ﻣﻨﻬﺞ ﺍﻟﺒﺤﺚ‪ :‬ﻟﻘﺪ ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﰲ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﺍﳌﻨﻬﺞ ﺍﻟﻮﺻﻔﻲ ﺍﻟﺘﺤﻠﻴﻠﻲ ﰲ ﻭﺻﻒ ﳎﺘﻤﻊ ﻭﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ‪ ،‬ﻓﻀ ﹰ‬
‫ﻼ‬
‫ﻋﻦ ﺩﺭﺍﺳﺔ ﻭﲢﻠﻴﻞ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﻭﺍﻷﺛﺮ ﺑﲔ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﺤﺚ‪.‬‬
‫ﺳﺎﺑﻌﹰﺎ‪ -‬ﺣﺪﻭﺩ ﺍﻟﺒﺤﺚ‪:‬‬
‫‪ .1‬ﺍﳊﺪﻭﺩ ﺍﳌﻜﺎﻧﻴﺔ‪ :‬ﺍﻗﺘﺼﺮ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻻﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﻭﺫﻟﻚ ﻟﺘﻌﺎﻭﻥ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺔ ﻣﻊ‬
‫ﻼ ﻋﻦ ﺍ‪‬ﺎ ﻣﻦ ﻛﱪﻳﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﻌﺎﻣﻠﺔ ﰲ ﳏﺎﻓﻈﺔ ﻧﻴﻨﻮﻯ‪.‬‬
‫ﺍﻟﺒﺎﺣﺜﺎﻥ ‪ ،‬ﻓﻀ ﹰ‬
‫‪ .2‬ﺍﳊﺪﻭﺩ ﺍﻟﺰﻣﺎﻧﻴﺔ‪ :‬ﺣﺪﺩﺕ ﻣﺪﺓ ﺍﻟﺒﺤﺚ ﺑﻔﺘﺮﺓ ﺗﻮﺯﻳﻊ ﺍﺳﺘﻤﺎﺭﺓ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻋﻠﻰ ﺍﳌﺪﺭﺍﺀ ﰲ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ ﻭﺍﺳﺘﻼﻣﻬﺎ ﻣﻨﻬﻢ‬
‫ﻭﻫﻲ ﻣﺪﺓ ﺍﺳﺘﻤﺮﺕ ﻣﻦ ‪ 2012/ 7/ 2‬ﻭﻟﻐﺎﻳﺔ ‪.2012/9 /20‬‬
‫ﺛﺎﻣﻨﹰﺎ‪ -‬ﺃﺳﺎﻟﻴﺐ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ :‬ﺍﻋﺘﻤﺪ ﺍﻟﺒﺎﺣﺜﺎﻥ ﰲ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺍﻷﺳﺎﻟﻴﺐ ﺁﻻﺗﻴﺔ‪:‬‬
‫ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﳌﺼﺎﺩﺭ ﺍﻟﻌﺮﺑﻴﺔ ﻭﺍﻷﺟﻨﺒﻴﺔ ﻟﺘﻐﻄﻴﺔ ﺍﳉﺎﻧﺐ ﺍﻟﻨﻈﺮﻱ ﻭﺗﻌﺰﻳﺰ ﺍﳉﺎﻧﺐ ﺍﳌﻴﺪﺍﱐ ﻟﻠﺒﺤﺚ‪.‬‬ ‫‪.1‬‬
‫ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﺳﺘﻤﺎﺭﺓ ﺍﻻﺳﺘﺒﻴﺎﻥ‪ :‬ﰎ ﺗﻮﻇﻴﻒ ﺍﺳﺘﻤﺎﺭﺓ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻣﻦ ﺍﺟﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺄﻓﺮﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ‪،‬‬ ‫‪.2‬‬
‫ﻼ ﻋﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﲢﺪﺩ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﻭﺍﻷﺛﺮ ﺑﲔ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﺤﺚ ‪ ،‬ﺇﺫ ﰎ ﰲ ﻋﻤﻠﻴﺔ ﺇﻋﺪﺍﺩ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻋﻠﻰ ﳐﺘﻠﻒ ﺍﳌﺼﺎﺩﺭ ﺍﻟﱵ‬
‫ﻓﻀ ﹰ‬
‫ﲣﺺ ﻣﺘﻐﲑﻱ ﺍﻟﺒﺤﺚ ﻣﻦ ﺍﺟﻞ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﰲ ﺻﻴﺎﻏﺔ ﻓﻘﺮﺍﺕ ﺍﻻﺳﺘﻤﺎﺭﺓ ﻭﻋﻠﻰ ﳓﻮ ﻋﻠﻤﻲ ﻭﻭﻓﻖ ﺍﻟﺴﻴﺎﻗﺎﺕ ﺍﳌﻌﺮﻭﻓﺔ‪.‬‬
‫ﺗﺎﺳﻌﹰﺎ‪ -‬ﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ‪ : :‬ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﱪﺍﳎﻴﺔ ﺍﳉﺎﻫﺰﺓ ‪ SPSS Ver.17‬ﻹﺟﺮﺍﺀ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ‬
‫ﺍﳌﻄﻠﻮﺏ‪.‬‬
‫ﺍﳌﺒﺤﺚ ﺍﻟﺜﺎﱐ‬
‫ﺍﻻﻃﺎﺭ ﺍﻟﻨﻈﺮﻱ ﻟﻠﺒﺤﺚ‬
‫ﺍﻭﻻ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ )‪(Lean Manufacturing‬‬
‫ﺃ‪ .‬ﻣﻔﻬﻮﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‬
‫ﺇﻥ ﻣﺼﻄﻠﺢ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﺃﺩﺧﻞ ﻣﻦ ﻗﺒﻞ)‪ (Womack, James, Jones, Danial and Roos, Daniel‬ﺣﻴﺚ‬
‫ﺍﺑﺘﻜﺮﻭﺍ ﻣﺼﻄﻠﺢ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﺳﻨﺔ ‪ 1990‬ﰲ ﻛﺘﺎ‪‬ﻤﺎ )‪(The Machine That Change The World‬‬
‫ﻛﻮﺻﻒ ﳕﻮﺫﺝ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﻨﺎﺷﺊ ﺑﻮﺍﺳﻄﺔ ﻧﻈﺎﻡ ﺇﻧﺘﺎﺝ ﺗﻮﻳﻮﺗﺎ‪ ،‬ﻓﻔﻲ ﺳﻨﺔ ‪ 1950‬ﻛﺎﻧﺖ ﺷﺮﻛﺔ ﺳﻴﺎﺭﺍﺕ ﺗﻮﻳﻮﺗﺎ ﻫﻲ ﺍﻟﺮﺍﺋﺪﺓ ‪‬ﻤﻮﻋﺔ‬
‫ﻃﺮﻕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﳌﺘﻘﺪﻣﺔ ﺍﻟﱵ ‪‬ﺪﻑ ﺇﱃ ﺗﺪﻧﻴﺔ ﺍﳌﻮﺍﺭﺩ ﺍﳌﺄﺧﻮﺫﺓ ﻣﻦ ﺍﳌﻨﺘﺞ ﺍﻟﻔﺮﺩﻱ ﺇﱃ ﺍﻻﻧﺴﻴﺎﺑﻴﺔ ﺧﻼﻝ ﺗﻜﺎﻣﻞ ﻋﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺝ‪ .‬ﻭﺑﺈﺛﺎﺭﺓ‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﻣﻔﺎﻫﻴﻢ ﺣﺬﻑ ﺍﳍﺪﺭ ﺍﳌﻄﻮﺭﺓ ﺑﻮﺍﺳﻄﺔ ﻫﻨﺮﻱ ﻓﻮﺭﺩ ﰲ ﺑﺪﺍﻳﺔ ﺳﻨﺔ ‪ ،1900‬ﻓﺈﻥ ﺗﻮﻳﻮﺗﺎ ﺧﻠﻘﺖ ﺛﻘﺎﻓﺔ ﺗﻨﻈﻴﻤﻴﺔ ﺭﻛﺰﺕ ﻋﻠﻰ ﺍﻟﺘﺤﺪﻳﺪ‬
‫ﺍﻟﻨﻈﺎﻣﻲ ﻭﺍﳊﺬﻑ ﻟﻜﻞ ﺍﳍﺪﺭ ﻣﻦ ﻋﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺝ )ﺍﻟﺴﻤﺎﻥ ‪ . (102-101 ،2008 ،‬ﻭﻭﻓﻘﺎ ﻟـ)‪Womack, 1990‬‬
‫‪ ( Roos,&Jones,‬ﻓﺎﻥ ﻣﺼﻄﻠﺢ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳝﺜﻞ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺬﻱ ﻳﺴﺘﺨﺪﻡ ﻣﺪﺧﻼﺕ ﺍﻗﻞ ﻣﻦ ﺍﺟﻞ ﺧﻠﻖ ﺍﳌﺨﺮﺟﺎﺕ ﻧﻔﺴﻬﺎ‬
‫ﺍﻟﱵ ﻗﺪ ﺗﺘﺤﻘﻖ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺑﻨﻈﺎﻡ ﺍﻹﻧﺘﺎﺝ ﺍﻟﻮﺍﺳﻊ ﺍﻟﺘﻘﻠﻴﺪﻱ ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻣﺼﻄﻠﺢ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻳﻌﺪ ﻣﺮﺍﺩﻓﺎ ‪‬ﻤﻮﻋﺔ ﻣﺼﻄﻠﺤﺎﺕ‬
‫ﻇﻬﺮﺕ ﺣﺪﻳﺜﺎ ﻭﻫﻲ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﻔﻌﺎﻝ ‪ ،‬ﺍﻟﺘﺼﻨﻴﻊ ﺍﳌﺘﺰﺍﻣﻦ ‪ ،‬ﻣﻮﺍﺻﻔﺎﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﻌﺎﳌﻴﺔ ‪ ،‬ﺍﻟﺘﺪﻓﻖ ﺍﳌﺴﺘﻤﺮ )‪.(Tinoco,2004,6‬‬
‫ﻛﻤﺎ ﻭﻳﻮﺿﺢ )‪ (Ballard‬ﺃﻥ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺸﻲﺀ ﺍﻟﺼﺤﻴﺢ ﺑﺎﳉﻮﺩﺓ ﺍﻟﺼﺤﻴﺤﺔ ﻭﺍﳌﻜﺎﻥ ﺍﻟﺼﺤﻴﺢ‬
‫ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﲢﺴﲔ ﺍﻻﻧﺘﺎﺟﻴﺔ ﻭﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﻛﻞ ﺍﺷﻜﺎﻝ ﺍﳍﺪﺭ)‪ ، (Madder,2005‬ﻭ‪‬ﺬﺍ ﺍﻟﺼﺪﺩ ﻓﺎﻥ ﺍﻧﻮﺍﻉ ﺍﳍﺪﺭ ﳝﻜﻦ ﺃﻥ‬
‫ﺗﻨﻘﺴﻢ ﺍﱃ ﺳﺒﻌﺔ ﺍﻧﻮﺍﻉ ﻫﻲ ‪(James,2012,4) :‬‬
‫‪.2‬ﺍﳍﺪﺭ ﺟﺮﺍﺀ ﺍﻭﻗﺎﺕ ﺍﻻﻧﺘﻈﺎﺭ ‪.‬‬ ‫‪.1‬ﺍﳍﺪﺭ ﺟﺮﺍﺀ ﺍﻷﻓﺮﺍﻁ ﰲ ﺍﻻﻧﺘﺎﺝ ‪.‬‬
‫‪.4‬ﺍﳍﺪﺭ ﺍﻟﻨﺎﺗﺞ ﻋﻦ ﺍﳌﻌﻴﺐ )ﻣﺸﻜﻼﺕ ﰲ ﺍﳉﻮﺩﺓ(‪.‬‬ ‫‪.3‬ﺍﳍﺪﺭ ﺟﺮﺍﺀ ﺍﻟﺘﺨﺰﻳﻦ ‪.‬‬
‫‪.6‬ﺍﳍﺪﺭ ﺍﻟﻨﺎﺗﺞ ﺍﺛﻨﺎﺀ ﺍﳊﺮﻛﺔ ‪.‬‬ ‫‪.5‬ﺍﳍﺪﺭ ﺍﻟﻨﺎﺗﺞ ﻋﻦ ﺍﳊﺮﻛﺔ ‪.‬‬
‫‪.7‬ﺍﳍﺪﺭ ﺟﺮﺍﺀ ﺍﻟﻨﻘﻞ‪.‬‬
‫ﺍﻥ ﺍﻟﻔﻠﺴﻔﺔ ﻭﺍﳌﺒﺎﺩﻯ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﱵ ﺗﺸﻜﻞ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳝﻜﻦ ﺍﻥ ﺗﻮﺿﺢ ﻣﻦ ﺧﻼﻝ ﺑﻴﺖ ﺍﻟﺘﺮﺷﻴﻖ ﺍﳌﻮﺿﺢ ﰲ ﺍﻟﺸﻜﻞ‬
‫)‪.(2‬‬

‫ﺍﳍﺪﻑ‬
‫ﺗﺮﻛﻴﺰ ﺍﻟﺰﺑﻮﻥ )ﺟﻮﺩﺓ ﺍﻓﻀﻞ‪ ،‬ﻛﻠﻔﺔ ﺍﻗﻞ‪ ،‬ﻭﻗﺖ ﺍﻗﻞ( ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻀﺎﺀ‬
‫ﻋﻠﻰ ﺍﳍﺪﺭ‬
‫ﺍﻹﻧﺘﺎﺝ ﰲ ﺍﻟﻮﻗﺖ ﺍﶈﺪﺩ‬

‫ﺍﳌﺸﺎﺭﻛﺔ‬
‫‪Jidoka‬‬
‫)‪(JIT‬‬

‫ﻣﺮﻭﻧﺔ‬
‫ﲢﻔﻴﺰ‬
‫ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ‪ ،‬ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻓﻀﻞ ﺍﻟﻄﺮﻕ‬

‫ﺍﳌﻮﺍﺻﻔﺎﺕ‬

‫ﺍﻻﺳﺘﻘﺮﺍﺭ‬

‫ﺍﻟﺸﻜﻞ )‪(2‬‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺑﻴﺖ ﺍﻟﺘﺮﺷﻴﻖ‬
‫‪Source: Corakci, M. Alper,2008, "An Evaluation of Kitting Systems in Lean‬‬
‫‪Production", A Thesis Submitted in Partial Fulfillment of the Requirements for‬‬
‫‪the Degree of Master in Industrial Management,University College of Borås‬‬
‫‪School of Engineering,p4.‬‬

‫ﺍﻟﺸﻜﻞ )‪ (2‬ﻳﻮﺿﺢ ﺍﳍﺪﻑ ﺍﻻﲰﻰ ﺍﳌﻮﺿﺢ ﰲ ﺳﻘﻒ ﺍﻟﺒﻴﺖ ﳝﺜﻞ ﺗﺮﻛﻴﺰ ﺍﻟﺰﺑﻮﻥ ‪ ،‬ﺍﺫ ﺍﻥ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺰﺑﺎﺋﻦ ﻳﺘﻀﻤﻦ ﺍﻋﻠﻰ ﻣﺴﺘﻮﻯ‬
‫ﻟﻠﺠﻮﺩﺓ ﻭﺑﺎﻗﻞ ﻛﻠﻔﺔ ﻣﻊ ﺗﻘﻠﻴﻞ ﺍﳌﻬﻞ ﺍﻟﺰﻣﻨﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺍﳍﺪﺭ )‪ . (*Waste or Muda‬ﻭﻣﻊ ﻫﺬﺍ ﻓﺎﻥ ﺯﺑﺎﺋﻦ ﺍﻟﻴﻮﻡ‬
‫ﺍﺻﺒﺤﺖ ﻟﺪﻳﻬﻢ ﺗﻮﻗﻌﺎﺕ ﺍﻭﺳﻊ ﻣﻦ ﺫﻱ ﻗﺒﻞ ﺣﺘﻢ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﱵ ﺗﻄﺒﻖ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻣﻦ ﺍﺿﺎﻓﺔ ﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺒﻴﺌﺔ ﻭﺍﻟﺮﻭﺡ‬
‫ﺍﳌﻌﻨﻮﻳﺔ ﺍﱃ ﺍﻻﻫﺪﺍﻑ ﺍﻻﺳﺎﺳﻴﺔ ﺑﺸﻜﻞ ﻭﺍﺿﺢ )‪. (Corakci,2008,4‬ﻛﻤﺎ ﺇﻥ ﻓﻠﺴﻔﺔ " ﺍﻟﺮﺷﻴﻖ " ﺗﺮﻛﺰ ﻋﻠﻰ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ‬
‫ﺍﳍﺪﺭ )‪ (Waste‬ﻭ ﺗﻌﻈﻴﻢ ﺍﻻﺳﺘﻐﻼﻝ ﺍﻟﻜﻠﻲ ﻟﻸﻧﺸﻄﺔ ﺍﻟﱵ ﺗﻀﻴﻒ ﻗﻴﻤﺔ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ ﺍﻟﺰﺑﻮﻥ‪ ،‬ﺣﻴﺚ ﺍﻥ ﺍﻟﻘﻴﻤﺔ ﲤﺜﻞ ﻣﻜﺎﻓﺌﺔ ﻷﻱ‬
‫ﺷﻲﺀ ﻳﺪﻓﻌﻪ ﺍﻟﺰﺑﻮﻥ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺍﻟﱵ ﳛﺼﻞ ﻋﻠﻴﻬﺎ‪ ،‬ﻟﺬﻟﻚ ﻓﺈﻥ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺍﳍﺪﺭ ﻳﻌﺪ ﻣﺒﺪﺃ ﺃﺳﺎﺳﻲ ﻟﻠﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ) ‪Abdullah,‬‬
‫‪.(2003, 8‬‬
‫ﻭﺑﺼﺪﺩ ﺍﻋﻄﺎﺀ ﻣﻔﻬﻮﻡ ﻭﺍﺿﺢ ﻟﻠﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻻﺑﺪ ﻣﻦ ﻋﺮﺽ ﻟﺒﻌﺾ ﺍﺭﺍﺀ ﺍﻟﻜﺘ‪‬ﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻭﻛﺎﻻﰐ ‪:‬‬
‫ﻳﻌﺮﻑ)‪ (Abushaadan,2012,11‬ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻋﻠﻰ ﺍﻧﻪ ﺍﻟﻔﻠﺴﻔﺔ ﺍﳌﺴﺘﻨﺪﺓ ﻋﻠﻰ ﻧﻈﺎﻡ ﺗﻮﻳﻮﺗﺎ ﺍﻻﻧﺘﺎﺟﻲ ﻭﻏﲑﻫﺎ ﻣﻦ‬
‫ﺍﻻﺳﺎﻟﻴﺐ ﺍﻟﻴﺎﺑﺎﻧﻴﺔ ﺍﻟﺴﺎﻋﻴﺔ ﻟﺘﻘﻠﻴﻞ ﺍﳉﺪﻭﻝ ﺍﻟﺰﻣﲏ ﺑﲔ ﻃﻠﺐ ﺍﻟﺰﺑﻮﻥ ﻭﺗﺼﻨﻴﻊ ﺍﳌﻨﺘﺞ ﻭﻭﺻﻮﻟﻪ ﺍﻟﻴﻪ ‪ ،‬ﻣﻊ ﺍﻟﺘﺎﻛﻴﺪ ﻋﻠﻰ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ‬
‫ﺍﳍﺪﺭ ﺑﻜﺎﻓﺔ ﺍﻧﻮﺍﻋﻪ ‪.‬ﻭﻳﺮﻯ )‪ (Slack,et.al,2004:546‬ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﺑﺎﻧﻪ ﻣﺪﺧﻞ ﻟﻠﻌﻤﻠﻴﺎﺕ ﻳﺴﻌﻰ ﻟﺘﻠﺒﻴﺔ ﺍﻟﻄﻠﺐ ﺑﺸﻜﻞ‬
‫ﻓﻮﺭﻱ ‪ ،‬ﻭﺑﺎﳉﻮﺩﺓ ﺍﳌﻄﻠﻮﺑﺔ ‪ ،‬ﻭﺑﺪﻭﻥ ﻫﺪﺭ ‪ ،‬ﻭﻫﻮ ﺍﳌﺪﺧﻞ ﺍﻟﺬﻱ ﳜﺘﻠﻒ ﻋﻦ ﺗﻄﺒﻴﻘﺎﺕ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﻟﻜﻮﻧﻪ ﻳﺮﻛﺰ ﻋﻠﻰ‬
‫ﺍﻟﺘﺨﻠﺺ ﻣﻦ ﺍﳍﺪﺭ ‪ ،‬ﻭﺍﻟﺘﻌﺎﻣﻞ ﺍﻟﺴﺮﻳﻊ ﻭﳘﺎ ﻳﺴﻬﻤﺎﻥ ﰲ ﺗﻘﻠﻴﻞ ﺍﳌﻮﺍﺩ ﺍﳌﺨﺰﻭﻧﺔ ‪.‬ﻭﻳﻮﺿﺢ )‪ (Liker,2004,25‬ﺃﻥ ﺍﻟﺘﺼﻨﻴﻊ‬
‫ﺍﻟﺮﺷﻴﻖ ﳝﺜﻞ ﺍﺿﺎﻓﺔ ﻗﻴﻤﺔ ﻟﻠﻤﻨﺘﺞ ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺍﳍﺪﺭ ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﻭﺗﻌﺰﻳﺰ ﻓﺎﻋﻠﻴﺔ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ‪ .‬ﻭﻫﻨﺎﻙ ﻣﻦ‬
‫ﻼ ﻣﻦ ﻗﺒﻞ ﺷﺮﻛﺔ )‪ (Toyota‬ﻟﺘﺼﻨﻴﻊ‬
‫ﻳﺬﻫﺐ ﻻﺑﻌﺪ ﻣﻦ ﺫﻟﻚ ﻟﺘﻮﺿﻴﺢ ﺑﺎﻥ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳝﺜﻞ ﺧﻂ ﲡﻤﻴﻊ ﳑﻨﻬﺞ ﻭﺿﻊ ﺍﺻ ﹰ‬
‫ﺍﻟﺴﻴﺎﺭﺍﺕ ‪ .‬ﻭﻫﺪﻑ ﺍﻻﺳﺎﺱ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻻﺷﻴﺎﺀ ﺍﻟﺼﺤﻴﺤﺔ ﰲ ﺍﳌﻜﺎﻥ ﺍﻟﺼﺤﻴﺢ ﻭﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻭﻣﻨﺬ ﺍﳌﺮﺓ ﺍﻻﻭﱃ ﻣﻊ ﺗﻘﻠﻴﻞ‬
‫ﺍﳍﺪﺭ ﻗﺪﺭ ﺍﻻﻣﻜﺎﻥ ﻭﺗﺴﻬﻴﻞ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻐﻴﲑ ﺑﺸﻜﻞ ﻭﺍﺿﺢ )‪ .(Botha,2006,6‬ﻭﻳﺸﲑ )‪ (Wlison,2009,29-30‬ﺃﻧﻪ‬
‫ﳝﻜﻦ ﺍﻋﻄﺎﺀ ﺗﻌﺮﻳﻒ ﺍﻛﺜﺮ ﺷﻴﻮﻋﹰﺎ ﺑﺎﻋﺘﺒﺎﺭﻩ ﳝﺜﻞ ﳎﻤﻮﻋﺔ ﺷﺎﻣﻠﺔ ﻣﻦ ﺍﻟﺘﻘﻨﻴﺎﺕ ﻋﻨﺪ ﺩﳎﻬﺎ ﻳﺴﻤﺢ ﻟﻚ ﺑﺎﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺍﳍﺪﺭ ‪ ،‬ﻭﻫﺬﺍ‬
‫ﺳﻴﺠﻌﻞ ﺍﻟﺸﺮﻛﺔ ﺍﺻﻐﺮ ﺣﺠﻤﹰﺎ ﻭﺍﻛﺜﺮ ﻣﺮﻭﻧﺔ ﻭﺍﻛﺜﺮ ﺍﺳﺘﺠﺎﺑﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﳊﺪ ﻣﻦ ﺍﳍﺪﺭ ‪.‬‬
‫ﺗﺎﺳﻴﺴﺎ ﻋﻠﻰ ﻣﺎﺗﻘﺪﻡ ﻳﺮﻯ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺃﻥ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳝﺜﻞ ﻓﻠﺴﻔﺔ ﻣﺘﻜﺎﻣﻠﺔ ﺗﺘﻀﻤﻦ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻻﻧﻈﻤﺔ ﻭﺍﻻﺳﺎﻟﻴﺐ‬
‫ﺍﻟﱵ ﻣﻦ ﺷﺎ‪‬ﺎ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﻧﺘﺎﺝ ﻣﻨﺘﺠﺎﺕ ﻭﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﺗﺎﺧﺬ ﺑﻨﻈﺮ ﺍﻻﻋﺘﺒﺎﺭ ﻣﺴﺘﻮﻯ ﺍﳉﻮﺩﺓ ﻭﺍﻟﻜﻠﻔﺔ ﻣﻊ ﺗﻘﻠﻴﻞ ﺍﳌﻬﻞ ﺍﻟﺰﻣﻨﻴﺔ ﺑﲔ‬
‫ﻼ ﻋﻦ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﲣﻔﻴﺾ ﺍﳍﺪﺭ ﺑﻜﺎﻓﺔ ﺍﻧﻮﺍﻋﻪ ﲤﻬﻴﺪﺍ ﻟﻠﻘﻀﺎﺀ ﻋﻠﻴﻪ ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺗﻌﻈﻴﻢ ﺍﻷﻧﺸﻄﺔ‬
‫ﻃﻠﺐ ﺍﻟﺰﺑﻮﻥ ﻭﺗﻠﺒﻴﺔ ﺍﻟﻄﻠﺐ‪ ،‬ﻓﻀ ﹰ‬
‫ﺍﻟﱵ ﺗﻀﻴﻒ ﻗﻴﻤﺔ ‪ ،‬ﻭﻫﺬﺍ ﻣﻦ ﺷﺎﻧﻪ ﺃﻥ ﻳﻀﻴﻒ ﻗﻴﻤﺔ ﻟﻠﻤﻨﺘﺞ ﺍﻟﻨﻬﺎﺋﻲ‪.‬‬

‫‪Waste‬تعني الھدر اما )‪ (Muda‬فھي كلمة يابانية تشير الى الھدر ايضا ً‪.‬‬ ‫*‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺏ‪ .‬ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‬

‫ﺗﻄﻠﻖ ﻋﺪﺓ ﺗﺴﻤﻴﺎﺕ ﻋﻠﻰ ﻣﺮﺗﻜﺰﺍﺕ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ‪ ،‬ﻓﻤﻨﻬﻢ ﻣﻦ ﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ ﺃﺩﻭﺍﺕ)‪ ، (Tools‬ﻭﻣﻨﻬﻢ ﻣﻦ ﻳﺴﻤ‪‬ﻴﻬﺎ‬
‫ﺗﻘﻨﻴﺎﺕ)‪ (Techniques‬ﺃﻭ ﺃﺳﺎﻟﻴﺐ )‪ ، (Methods‬ﻭﻫﻨﺎﻙ ﻣﻦ ﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ ﺗﺴﻤﻴﺔ ﻋﻨﺎﺻﺮ)‪ ، (Elements‬ﻭﺁﺧﺮ ﻳﻄﻠﻖ‬
‫ﻋﻠﻴﻬﺎ ﻣﺼﻄﻠﺢ ﻣﺮﺗﻜﺰﺍﺕ )‪) .(Fundamentals‬ﺍﻟﻨﻌﻤﺔ ‪ . (37 ،2007،‬ﰲ ﻫﺬﺍ ﺍﻟﺒﺤﺚ ﺳﻴﻌﺘﻤﺪ ﺍﻟﺒﺎﺣﺜﺎﻥ ﻣﺼﻄﻠﺢ‬
‫ﻼ ﺭﻛﺎﺋﺰ ﻳﺴﺘﻨﺪ ﻋﻠﻴﻬﺎ ﺗﻄﺒﻴﻖ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ‪ ،‬ﺍﳉﺪﻭﻝ )‪(1‬‬
‫ﻼ ﻋﻦ ﺃ‪‬ﺎ ﲤﺜﻞ ﻓﻌ ﹰ‬
‫ﺍﳌﺮﺗﻜﺰﺍﺕ ﺫﻟﻚ ﻟﻜﻮﻧﻪ ﺍﻗﺮﺏ ﺇﱃ ﺍﻟﺘﺼﻮﺭ ‪ ،‬ﻓﻀ ﹰ‬
‫ﻳﻌﺮﺽ ﺍﺭﺍﺀ ﺍﻟﺒﺎﺣﺜﲔ ﺣﻮﻝ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ‪:‬‬
‫ﺍﳉﺪﻭﻝ )‪(1‬‬
‫ﺍﺭﺍﺀ ﺍﻟﻜﺘﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﺣﻮﻝ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‬

‫)‪Hank & Nicholalas2000‬‬

‫)‪(Abdullah 2003‬‬
‫ﺍﻟﺴﻤﺎﻥ‪2008 ،‬‬

‫ﺍﻟﻨﻌﻤﺔ ‪2007 ،‬‬

‫‪Lee,2003‬‬
‫ﺍﻟﺒﺎﺣﺜﻴـﻦ‬
‫ﺍﻟﻨﺴﺒﺔ‬

‫ﺍﻟﻌﺪﺩ‬

‫ﻣﺮﺗﻜﺰﺍﺕ‬
‫ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‬
‫ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ‬
‫‪100‬‬ ‫‪5‬‬ ‫*‬ ‫*‬ ‫*‬ ‫*‬ ‫*‬
‫)‪(TPM‬‬
‫‪80‬‬ ‫‪4‬‬ ‫*‬ ‫*‬ ‫*‬ ‫*‬ ‫ﺗﻨﻈﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻌﻤﻞ)‪5S‬‬
‫ﺍﻹﻋﺪﺍﺩ ‪ /‬ﺍﻟﺘﻐﻴﲑ‬
‫‪60‬‬ ‫‪3‬‬ ‫*‬ ‫*‬ ‫*‬
‫ﺍﻟﺴﺮﻳﻊ)‪(SMED‬‬
‫ﺍﶈﺪﺩ‬ ‫ﺍﻻﻧﺘﺎﺝ ﰲ ﺍﻟﻮﻗﺖ‬
‫‪40‬‬ ‫‪2‬‬ ‫*‬ ‫*‬
‫ﺍﻟـ)‪(JIT‬‬
‫‪80‬‬ ‫‪4‬‬ ‫*‬ ‫*‬ ‫*‬ ‫*‬ ‫ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ)‪(CM‬‬
‫‪80‬‬ ‫‪4‬‬ ‫*‬ ‫*‬ ‫*‬ ‫*‬ ‫ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ)‪CI‬‬
‫‪40‬‬ ‫‪2‬‬ ‫*‬ ‫*‬ ‫ﻧﻈﺎﻡ ﺍﻟﺴﺤﺐ‬
‫‪40‬‬ ‫‪2‬‬ ‫*‬ ‫*‬ ‫ﻧﻈﺎﻡ ﺍﻟﺪﻓﻊ‬
‫‪20‬‬ ‫‪1‬‬ ‫*‬ ‫ﺑﻄﺎﻗﺎﺕ ﻛﺎﻧﺒﺎﻥ )‪KS‬‬
‫ﺍﻟﻌﻤﻞ ﺍﻟﻘﻴﺎﺳﻲ ‪Standard‬‬
‫‪20‬‬ ‫‪1‬‬ ‫*‬
‫‪work‬‬
‫‪20‬‬ ‫‪1‬‬ ‫*‬ ‫ﺍﻻﺳﺘﻘﺮﺍﺭ‬

‫‪307‬‬
 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﳌﺼﻨﻊ ﺍﳌﺮﺋﻲ ‪(Visual‬‬

‫‪40‬‬ ‫‪2‬‬ ‫*‬ ‫*‬
‫)‪Factory‬‬
‫‪20‬‬ ‫‪1‬‬ ‫*‬ ‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ)‪TQM‬‬
‫‪20‬‬ ‫‪1‬‬ ‫*‬ ‫ﺗﻮﺍﺯﻥ ﺍﻟﻌﻤﻞ‬

‫ﺍﳌﺼﺪﺭ ‪ :‬ﻣﻦ ﺍﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺑﺎﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳌﺼﺎﺩﺭ ﺍﻋﻼﻩ‬

‫ﻧﻼﺣﻆ ﻣﻦ ﺍﳉﺪﻭﻝ ﺍﻋﻼﻩ ﺃﻥ ﺍﻟﻜﺘ‪‬ﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﳑﻦ ﺍﻃﻠﻊ ﺍﻟﺒﺎﺣﺜﺎﻥ ﻋﻠﻰ ﻛﺘﺎﺑﺎ‪‬ﻢ ﻗﺪ ﻭﺿﻌﻮﺍ ﻛﻞ ﺗﺮﻛﻴﺰﻫﻢ ﻋﻠﻰ‬
‫ﺍﳌﺮﺗﻜﺰﺍﺕ ﺍﳌﻌﺮﻭﺿﺔ ﰲ ﺍﳉﺪﻭﻝ ‪ ،‬ﺍﻻ ﺃﻥ ﻫﻨﺎﻙ ﳎﻤﻮﻋﺔ ﻣﻨﻬﺎ ﻗﺪ ﺣﺼﻠﻮﺍ ﻋﻠﻰ ﺍﺗﻔﺎﻕ ﺍﻏﻠﺐ ﺍﻟﻜﺘﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ ‪ ،‬ﻭﻫﻲ‬
‫‪:‬‬
‫ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ ‪Total Preventive Maintenance‬‬ ‫‪.1‬‬
‫ﺗﻨﻈﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻌﻤﻞ ‪5S‬‬ ‫‪.2‬‬
‫ﺍﻹﻋﺪﺍﺩ‪ /‬ﺍﻟﺘﻐﻴﲑ ﺍﻟﺴﺮﻳﻊ )‪(SMED‬‬ ‫‪.3‬‬
‫ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ ‪Cellular Manufacturing‬‬ ‫‪.4‬‬
‫ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ‬ ‫‪.5‬‬
‫ﻭﺍﺭﺗﺊ ﺍﻟﺒﺎﺣﺜﺎﻥ ﻋﺮﺿﻬﺎ ﻭﺍﻋﺘﻤﺎﺩﻫﺎ ﰲ ﺍﻟﺒﺤﺚ ‪ ،‬ﻭﺳﻴﺘﻢ ﺗﻮﺿﻴﺢ ﻛﻞ ﻣﻨﻬﺎ ﺑﺸﻜﻞ ﳐﺘﺼﺮ ﻭﻛﺎﻻﰐ ‪:‬‬
‫‪ .1‬ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ‬
‫ﺃﻥ ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ )‪ (*TPM‬ﲤﺜﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻓﻌﺎﻟﺔ ﻟﺘﺤﺴﲔ ﺍﻟﺼﻴﺎﻧﺔ ﰲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ‪ ،‬ﺇﺫ ﰎ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬
‫ﻼ ﻋﻦ ﺍﺯﺩﻳﺎﺩ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﳉﻮﺍﻧﺐ ﺍﻟﺒﻴﺌﻴﺔ‬
‫ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﺧﺎﺻﺔ ﺧﻼﻝ ﺍﻟﻌﻘﻮﺩ ﺍﻻﺧﲑﺓ ﺑﺴﺒﺐ ﺍﺯﺩﻳﺎﺩ ﺣﺪﺓ ﺍﳌﻨﺎﻓﺴﺔ ‪ ،‬ﻓﻀ ﹰ‬
‫)‪ . (Shahanaghi&Yazdian,2009,120‬ﺍﻥ ﻣﻔﻬﻮﻡ ﺍﻟـ)‪(TPM‬ﳝﺜﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺟﺪﻳﺪﺓ ﻟﻠﺼﻴﺎﻧﺔ ﻭﺿﻌﺖ ﻟﺘﻠﺒﻴﺔ‬
‫ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺼﻴﺎﻧﺔ ﺟﺪﻳﺪﺓ )‪ ، (Almeanazel,2010,517‬ﺍﺫ ﺍﻧﻪ ﻣﻔﻬﻮﻡ ﳝﺜﻞ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﲨﻴﻊ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻻﺳﻴﻤﺎ‬
‫ﺑﲔ ﺍﻻﻧﺘﺎﺝ ﻭﺍﻟﺼﻴﺎﻧﺔ ﻣﻦ ﺍﺟﻞ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﳉﻮﺩﺓ ﺍﳌﻨﺘﺞ ‪ ،‬ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻭﺿﻤﺎﻥ ﺍﻟﺴﻼﻣﺔ ﻭﺍﻻﻣﺎﻥ‬
‫)‪ . (Faber,2009,5‬ﻓﻬﻲ ﻣﺪﺧﻞ ﻧﻈﺎﻣﻲ ﻹﺩﺍﺭﺓ ﺍﳌﻌﺪﺍﺕ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ‪ ،‬ﺗﺘﺒﲎ ﻣﺒﺪﺃ ﻣﺸﺎﺭﻛﺔ ﺍﳉﻤیﻊ ﰲ‬
‫ﺗﻨﻔیﺬ ﺃﻋﻤﺎﻝ ﺍﻟﺼیﺎﻧﺔ ﺑﺪﹰﺍ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠیﺎ ﻣﺮﻭﺭﺍ ﺑ‪‬ﺎﻹﺩﺍﺭﺓ ﺍﻟﻮﺳﻄﻰ ﻭﺍﻟﺘﻨﻔیﺬیﺔ‪ ،‬ﺪﻑ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﺳﺎﺱ ﺇﱃ ﺗﻌﻈیﻢ‬
‫ﻓﺎﻋﻠیﺔ ﺍﳌﻌﺪﺓ‪ ،‬ﻭﲢﻘیﻖ ﺍﻟﻌﻄﻼﺕ ﻭﺍﳊﻮﺍﺩﺙ ﺍﻟﺼﻔﺮیﺔ‪ ،‬ﻓﻀﻼ ﻋ‪‬ﻦ ﲣﻔیﺾ ﻭﻗﺖ ﺍﻟﺘﻮﻗﻔﺎﺕ ﺍﻟﻐیﺮ ﺍﻟﻀﺮﻭﺭیﺔ ﻟﻠﻤﻌﺪﺍﺕ‬
‫)ﺍﻟﻜﻴﻜﻲ ‪. (76 ،2010،‬ﻭﻳﺘﺄﻟﻒ ﻣﻔﻬﻮﻡ ﺍﻟـ)‪(TPM‬ﰲ ﺃﻳﺔ ﺑﻴﺌﺔ ﺭﺷﻴﻘﺔ ﻣﻦ ﺛﻼﺛﺔ ﻋﻨﺎﺻﺮ ﺭﺋﻴﺴﻴﺔ ﻫﻲ ﺍﻟﺼﻴﺎﻧﺔ ﺍﻟﻌﻼﺟﻴﺔ ‪،‬‬
‫ﺍﻟﺼﻴﺎﻧﺔ ﺍﻟﻮﻗﺎﺋﻴﺔ ‪ ،‬ﻭﺍﻟﺼﻴﺎﻧﺔ ﺍﻟﻮﻗﺎﺋﻴﺔ ﺍﻟﱵ ﺗﻌﻤﻞ ﻣﻊ ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﺨﻄﻄﺔ ﺍﳌﻨﺘﻈﻤﺔ)ﺍﻟﻌﺎﺩﻳﺔ(‪. (Abdullah,2003:20).‬‬
‫‪.2‬ﺗﻨﻈﻴﻢ ﻣﻮﻗﻊ ﺍﻟﻌﻤﻞ‬

‫* رمز مختصر للصيانة المنتجة الشاملة )‪(Total Preventive Maintenance‬‬

‫‪308‬‬
 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﻓﻬﻲ ﺃﺣﺪ ﺍﻷﺩﻭﺍﺕ ﺍﻟﻔﺎﻋﻠﺔ ﻟﻠﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﻭﻳﻄﻠﻖ ﻋﻠﻴﻬﺎ )‪ (5S‬ﻭﻫﻲ ﳐﺘﺼﺮ ﻟـ)‪ Sort‬ﺍﻟﻔﺮﺯ ﻭﺍﻟﺘﻨﻈﻴﻢ‪Straighten ،‬‬
‫ﺍﻟﺘﺮﺗﻴﺐ ﺍﳌﻨﻬﺠﻲ ‪ Sweep and Clean ،‬ﺗﻨﻈﻴﻒ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ Systemize ،‬ﺍﻟﺘﻌﻘﻴﻢ ﺍﻟﺸﺎﻣﻞ ﺃﻭ ﺍﻟﺼﻴﺎﻧﺔ‪،‬‬
‫‪ Standardize‬ﺍﻻﻧﻀﺒﺎﻁ ﺍﻟﺬﺍﰐ( ﺍﻟﱵ ﺗﻌﺪ ﺍﻷﺳﺎﺱ ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﺮﺷﻴﻘﺔ ﺍﻟﻔﻌﺎﻟﺔ ﻭﻫﻲ ﺧﻄﻮﺓ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻷﻭﱄ ﺑﺎﲡﺎﻩ ﲣﻔﻴﺾ ﺍﳍﺪﺭ‬
‫ﻓﺎﳌﻔﻬﻮﻡ ﺍﻟﻀﻤﲏ ﻟﻠـ )‪ (5S‬ﻫﻮ ﺗﻨﺎﻭﻝ ﺍﳍﺪﺭ ﰒ ﳏﺎﻭﻟﺔ ﺣﺬﻓﻪ‪ .‬ﻓﺎﳍﺪﺭ ﻗﺪ ﻳﻜﻮﻥ ﺑﺸﻜﻞ ﻗﺼﺎﺻﺎﺕ ﺃﻭ ﻓﻀﻼﺕ‪ ،‬ﻋﻴﻮﺏ‪ ،‬ﺯﻳﺎﺩﺓ ﰲ‬
‫ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ‪ ،‬ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﻻ ﳓﺘﺎﺟﻬﺎ‪ ،‬ﺍﻷﺩﻭﺍﺕ ﺍﳌﻌﻄﻮﺑﺔ ﺍﻟﻘﺪﳝﺔ‪ ،‬ﺍﻟﻄﺮﺍﺯ ﺍﻟﻘﺪﱘ ﻭﻣﻮﺟﺔ ﺍﳌﻮﺩﺓ ﺍﳊﺪﻳﺜﺔ‪ ،‬ﻭﺗﺘﻀﻤﻦ ﻫﺬﻩ ﺍﳋﻄﻮﺍﺕ‬
‫ﺍﻵﰐ )‪) (Abdullah, 2003, 11-13‬ﺍﻟﺴﻤﺎﻥ ‪:(134-133، 2008،‬‬
‫ﺍﻟﻔﺮﺯ‪ :‬ﻓﺼﻞ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﻏﲑ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﺘﺄﻣﲔ ﺗﺪﻓﻖ ﺍﳌﻮﺍﺩ ﺑﺎﻧﺴﻴﺎﺑﻴﺔ ‪ ،‬ﻭﺍﻟﻌﻤﺎﻝ ﻳﺘﺤﺮﻛﻮﻥ ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﺑﺴﻬﻮﻟﺔ‬
‫ﻭﻳﺴﺮ ‪ ،‬ﻭﻳﻜﻮﻥ ﺫﻟﻚ ﰲ ﳎﺎﻝ ﺍﻷﺩﻭﺍﺕ‪ ،‬ﺍﻟﻌﻤﻞ ﺑﲔ ﺍﳌﻌﺎﳉﺎﺕ‪ ،‬ﺍﳌﻜﺎﺋﻦ‪ ،‬ﺍﳌﻨﺘﺠﺎﺕ‪ ،‬ﺍﻷﻭﺭﺍﻕ ﻭﺍﳌﺴﺘﻨﺪﺍﺕ ‪.‬‬
‫ﺍﻟﺘﻨﻈﻴﻢ ﻭ ﺍﻟﺘﺮﺗﻴﺐ‪ :‬ﻭﺗﺘﻀﻤﻦ ﻭﺿﻊ ﺍﻷﺩﻭﺍﺕ ﻭﺍﻷﺷﻴﺎﺀ ﺍﻷﺧﺮﻯ ﻛﺎﳌﻮﺍﺩ ﰲ ﺍﳌﻜﺎﻥ ﺍﳌﻨﺎﺳﺐ ﻟﻜﻲ ﻳﺘﻤﻜﻦ ﺍﻟﻌﺎﻣﻠﲔ ﻣﻦ ﺇﳚﺎﺩ ﻣﺎ‬
‫ﳛﺘﺎﺟﻮﻩ ﺑﺴﻬﻮﻟﺔ ﺩﻭﻥ ﻫﺪﺭ ﺍﻟﻮﻗﺖ ‪ ،‬ﻭﲟﻌﲎ ﺁﺧﺮ ﺍﻟﻌﻤﻞ ﺑﻌﻨﺎﺻﺮ ﻣﻨﺎﺳﺒﺔ ﰲ ﺍﳌﻜﺎﻥ ﺍﳌﻨﺎﺳﺐ‪.‬‬
‫ﺍﻟﺘﻨﻈﻴﻒ‪ :‬ﻳﻌﺎﰿ ﻣﻨﻬﺠﻴﺔ ﺍﻟﺘﻨﻈﻴﻒ ﳌﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻓﻴﺠﺐ ﺃﻥ ﻳﻜﻮﻥ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺃﻣﻠﺲ ﻭﻧﻈﻴﻔﹰﺎ ﻭﺟﺎﻫﺰﹰﺍ ﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺟﺒﺔ ﺍﻟﺘﺎﻟﻴﺔ ‪.‬‬
‫ﺍﻟﺼﻴﺎﻧﺔ‪ :‬ﻫﻲ ﺍﳊﻔﺎﻅ ﲟﻌﺎﻳﲑ ﻋﺎﻟﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﻤﺘﻠﻜﺎﺕ ﻭﺗﺎﻣﲔ ﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﻭﺍﳋﺪﻣﺎﺕ ﻭﺗﺮﺗﻴﺐ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻭﻳﻨﺒﻐﻲ ﺗﺸﻐﻴﻞ ﺍﻟﺘﺪﻗﻴﻖ‬
‫ﺍﳌﻨﺘﻈﻢ ﻭﺍﻟﺘﺴﺠﻴﻞ ﳌﻨﺎﻃﻖ )ﳎﺎﻻﺕ( ﺍﳌﺴﺆﻭﻟﻴﺔ ‪ ،‬ﻭﺗﻌﲏ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺑﻘﺎﺀ ﺍﳌﻜﺎﺋﻦ ﻭﺍﳌﻌﺪﺍﺕ ﰲ ﺣﺎﻟﺔ ﻋﻤﻞ ﺟﻴﺪﺓ ﻭﺫﻟﻚ ﻟﺘﺠﻨﺐ‬
‫ﺣﺼﻮﻝ ﺍﻟﻌﻄﻼﺕ ﺍﳌﺘﻜﺮﺭﺓ ﰲ ﺍﳌﻜﺎﺋﻦ ﻭﺗﻘﻠﻴﻠﻬﺎ ﺇﱃ ﺃﺩﱏ ﻣﺎ ﳝﻜﻦ ﻭﺗﻘﻠﻴﻞ ﻧﻔﻘﺎﺕ ﺍﻟﺘﺼﻠﻴﺢ‪.‬‬
‫ﺍﻻﻧﻀﺒﺎﻁ‪ :‬ﻫﻲ ﺍﶈﺎﺳﺒﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻟﺘﺪﺭﻳﺐ ﺍﻷﻓﺮﺍﺩ ﻋﻠﻰ ﺇﺗﺒﺎﻉ ﻗﻮﺍﻋﺪ ﺇﺩﺍﺭﺓ ﺍﳌﻤﺘﻠﻜﺎﺕ ﻭﺗﺘﻀﻤﻦ ﺍﻟﺘﻘﻴﺪ ﺑﻌﻨﺎﻳﺔ ﻟﺘﻨﻤﻴﻂ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤﻞ‬
‫ﻭﻫﺬﻩ ﺗﺘﻄﻠﺐ ﻗﺎﻋﺪﺓ ﻓﺮﺩﻳﺔ )‪ ، (Personal Discipline‬ﻭﲜﻤﻊ ﻫﺬﻩ ﺍﻟﻜﻠﻤﺎﺕ ﺳﻮﻳﺔ ‪ 5s‬ﺗﻌﲏ ﺍﻹﺩﺍﺭﺓ ﺍﳉﻴﺪﺓ ﻟﻠﻤﻤﺘﻠﻜﺎﺕ‬
‫ﻭﲢﺴﲔ ﺗﻨﻈﻴﻢ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺃﺩﻭﺍﺕ ﺍﻟﻜﺎﻳﺰﻥ ﻻ ﺗﻌﲏ ﻓﻘﻂ ﺯﻳﺎﺩﺓ ﺭﲝﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻟﻜﻨﻬﺎ ﺗﺴﻤﺢ ﻟﻠﺸﺮﻛﺎﺕ ﺑﺎﻟﻜﺸﻒ ﻋﻦ ﻗﻮ‪‬ﺎ‬
‫ﻭﻗﺎﺑﻠﻴﺘﻬﺎ‪.‬‬
‫‪ .3‬ﺍﻹﻋﺪﺍﺩ‪ /‬ﺍﻟﺘﻐﻴﲑ ﺍﻟﺴﺮﻳﻊ‬
‫ﻳﻌﺪ ﻣﻔﻬﻮﻡ ﺃﻭ ﻓﻜﺮﺓ ﺍﺳﺘﺒﺪﺍﻝ ﺍﻟﻘﺎﻟﺐ ﺑﺪﻗﺎﺋﻖ ﺃﺣﺎﺩﻳﺔ)ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻬﻴﺌﺔ ﻭﺍﻹﻋﺪﺍﺩ ﺍﻷﺣﺎﺩﻳﺔ( ‪Single Minute‬‬
‫‪ Exchange of Die‬ﻭﺍﻟﺬﻱ ﻳﺮﻣﺰ ﻟﻪ ﺍﺧﺘﺼﺎﺭﹰﺍ ﺑـ)‪ ،(SMED‬ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻨﺠﺎﺡ ﻧﻈﺎﻡ ﺍﻧﺘﺎﺝ ﺷﺮﻛﺔ ﺗﻮﻳﻮﺗﺎ‬
‫)‪.(Toyota‬‬
‫ﺍﺫ ﺍﻥ ﺍﻟﻐﺮﺽ ﺍﻷﺳﺎﺳﻲ ﻣﻦ ﻭﺭﺍﺀ ﺗﻄﺒﻴﻖ ﺍﻟـ)‪ (SMED‬ﻫﻮ ﺗﻘﻠﻴﻞ ﻭﻗﺖ ﺇﻋﺪﺍﺩ ﺍﳌﺎﻛﻨﺔ )‪ ،(Setup‬ﻟﺬﺍ ﻓﻬﻮ ﻣﺮﺗﻜﺰ‬
‫ﺭﺋﻴﺴﻲ ﺁﺧﺮ ﻟﻨﻈﺎﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ‪ ،‬ﻻﻥ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻳﻬﺪﻑ ﻟﺘﻘﻠﻴﻞ ﺍﻟﺘﻮﻗﻔﺎﺕ ﻏﲑ ﺍﻟﻀﺮﻭﺭﻳﺔ ﺍﻟﱵ ﲢﺼﻞ ﺇﻣﺎ ﺑﺴﺒﺐ ﺇﻋﺪﺍﺩ‬
‫ﻭ‪‬ﻴﺌﺔ ﺍﳌﺎﻛﻨﺔ ﺃﻭ ﺑﺴﺒﺐ ﺍﻟﺘﻐﻴﲑ ﰲ ﳕﻮﺫﺝ ﺍﳌﻨﺘﺞ ‪ ،‬ﻧﻈﺮﹰﺍ ﻟﻜﻮﻥ ﺗﻮﻗﻒ ﺍﳌﺎﻛﻨﺔ ﻳﺸﻜﻞ ﻣﺼﺪﺭ ﻫﺎﻡ ﻣﻦ ﺍﳍﺪﺭ ﻭﺍﻟﻀﺎﺋﻊ )ﺍﻟﻨﻌﻤﺔ ‪،‬‬
‫‪. ( 47، 2007‬‬
‫‪.4‬ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ‬

‫‪309‬‬
 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ ﻭﺍﻟﺬﻱ ﻳﺮﻣﺰ ﻟﻪ )‪ (*CM‬ﳝﺜﻞ ﻧﻈﺎﻡ ﺗﺼﻨﻴﻊ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﳎﻤﻮﻋﺎﺕ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻻﻓﺮﺍﺩ ﻭﺍﻵﻻﺕ ﻹﻧﺘﺎﺝ ﻋﺎﺋﻠﺔ‬
‫ﳏﺪﺩﺓ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ ﺑﺘﺼﻨﻴﻔﺎﺕ ﳑﺎﺛﻠﺔ ﳋﺼﺎﺋﺺ ﺍﻟﺘﺼﻨﻴﻊ‪.‬‬
‫ﻼ ﻣﻦ )‪ (Gallagher and Knight,1986‬ﺍﳘﻬﺎ ‪:‬ﲣﻔﻴﺾ ﺗﻜﻠﻔﺔ‬
‫ﺃﻥ ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ ﳛﻘﻖ ﻓﻮﺍﺋﺪ ﻛﻤﺎ ﻳﺸﲑ ﻛ ﹰ‬
‫ﻣﻨﺎﻭﻟﺔ ﺍﳌﻮﺍﺩ ‪ ،‬ﺗﺪﻓﻖ ﺍﳌﻮﺍﺩ ﺍﳌﻨﻈﻢ ‪ ،‬ﲣﻔﻴﺾ ﺍﳌﺨﺰﻭﻥ ﲢﺖ ﺍﻟﺘﺼﻨﻴﻊ ‪ ،‬ﺧﻔﻴﺾ ﻭﻗﺖ ﺍﻹﻋﺪﺍﺩ‪ ،‬ﻣﻬﻞ ﺯﻣﻨﻴﺔ ﺍﻓﻀﻞ ﻭﺍﺳﺘﺠﺎﺑﺔ ﺳﺮﻳﻌﺔ ‪،‬‬
‫ﲢﺴﲔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ‪ ،‬ﲢﺴﲔ ﺇﻧﺘﺎﺟﻴﺔ ﺍﻟﻨﻈﻢ ‪ ،‬ﲢﺴﲔ ﺍﳉﻮﺩﺓ‪ ،‬ﲢﺴﲔ ﺧﺪﻣﺔ ﺍﻟﺰﺑﺎﺋﻦ )‪.(Yue,1999,5‬‬
‫‪.5‬ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ‬
‫ﻟﻘﺪ ﻇﻬﺮﺕ ﻓﻠﺴﻔﺔ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ )‪ (*CI‬ﻭﺗﻄﻮﺭﺕ ﻧﺘﻴﺠﺔ ﺍﳊﺎﺟﺔ ﻭﺍﻟﻀﺮﻭﺭﺓ ﺍﻟﱵ ﻳﺸﻌﺮ ‪‬ﺎ ﺍﻟﻴﺎﺑﺎﻧﻴﻮﻥ ﻟﻠﺘﻔﻮﻕ ﻭﺍﻻﻣﺘﻴﺎﺯ ﰲ‬
‫ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭﻳﺼﻒ )‪ (Imai Masaaki‬ﻭﻫﻮ ﺍﻷﺏ ﺍﻟﺮﻭﺣﻲ ﻟﻔﻠﺴﻔﺔ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﻭﻣﺪﻳﺮ ﻣﻌﻬﺪ ﺍﻟﺘﺤﺴﲔ ﻫﺬﺍ‬
‫ﺍﳌﻔﻬﻮﻡ ﻋﻠﻰ ﺍﻧﻪ ﺳﺮ ﳒﺎﺡ ﺍﻟﻴﺎﺑﺎﻥ ﰲ ﺍﻟﺘﻨﺎﻓﺲ‪ ،‬ﺇﺫ ﻳﺘﻀﻤﻦ ﺍﻟﺴﻌﻲ ﳓﻮ ﺍﻟﺘﺤﺴﲔ ﺍﻟﺘﺪﺭﳚﻲ ﺍﳌﺴﺘﻤﺮ‪ ،‬ﻭﺃﺩﺍﺀ ﺍﻷﺷﻴﺎﺀ ﺍﻟﺼﻐﲑﺓ ﺑﻄﺮﻳﻘﺔ‬
‫ﺃﻓﻀﻞ ﻭﺇﻗﺎﻣﺔ ﻭﲢﻘﻴﻖ ﻣﺴﺘﻮﻳﺎﺕ ﺃﻋﻠﻰ ﻟﻸﺩﺍﺀ‪ .‬ﺃﻣﺎ ﺍﳌﺼﻄﻠﺢ ﺍﻟﻴﺎﺑﺎﱐ )‪ (Kaizen‬ﻓﻬﻮ ﻳﺘﻜﻮﻥ ﻣﻦ ﻣﻘﻄﻌﲔ ﺍﻷﻭﻝ )‪ (Kai‬ﻭﻳﻌﲏ‬
‫ﺍﻟﺘﻐﻴﲑ‪ ،‬ﻭﺍﻟﺜﺎﱐ )‪ (Zen‬ﻭﻳﻌﲏ ﻋﻠﻰ ﳓﻮ ﺍﻷﻓﻀﻞ‪ ،‬ﲟﻌﲎ ﺍﻟﺘﻐﻴﲑ ﳓﻮ ﺍﻷﻓﻀﻞ‪ ،‬ﻭﺍﻷﻓﻀﻞ ﻫﻨﺎ ﻋﺒﺎﺭﺓ ﻋﻦ ﺗﻐﻴﲑ ﻣﺴﺘﻤﺮ ﰲ ﺍﳊﻴﺎﺓ‬
‫ﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﻭﺍﻟﻌﻤﻠﻴﺔ ﻋﻠﻰ ﳓﻮ ﺑﺴﻴﻂ ﻟﻠﺘﺨﻠﺺ ﻣﻦ ﺍﻟﻜﻠﻒ ﻏﲑ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻭﺍﳌﺨﻠﻔﺎﺕ )ﺍﳉﺒﻮﺭﻱ‪.(254 ،2008 ،‬‬
‫ﻭﻳﻌﺮﻑ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﺑﺎﻧﻪ ﺍﺣﺪ ﺍﺩﻭﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﻟﺬﻱ ﳝﺜﻞ ﺍﻱ ﻣﺪﺧﻞ ﺍﻭ ﺑﺮﻧﺎﻣﺞ ﻳﺴﻌﻰ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻟﺘﺤﺴﲔ ﲨﻴﻊ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﻣﻦ ﺧﻼﻝ ﲢﺴﲔ ﻣﺴﺘﻮﻯ ﺍﳉﻮﺩﺓ ‪ ،‬ﻭﺍﻟﺘﺴﻠﻴﻢ‪ ،‬ﻭﺍﻹﻧﺘﺎﺟﻴﺔ ﺃﻭ ﺭﺿﺎ ﺍﻟﺰﺑﺎﺋﻦ ﻭ ‪ /‬ﺃﻭ ﺍﳔﻔﺎﺽ ﰲ ﺍﳌﻬﻞ ﺍﻟﺰﻣﻨﻴﺔ ‪ ،‬ﺍﻟﺘﻜﻠﻔﺔ ‪،‬‬
‫ﻭﺍﳌﻌﻴﺐ)‪ .(Nazaruk,2011,211‬ﺃﻥ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﻳﺸﻤﻞ ﻛﻞ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﻭﺍﳌﻌﺪﺍﺕ ﻭﺍﳌﻮﺍﺩ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‪ ،‬ﻭﺃﻥ ﺍﻟﻔﻜﺮﺓ‬
‫ﺍﻷﺳﺎﺳﻴﺔ ﻟﻪ ﻫﻲ ﲢﺴﲔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﱵ ﺗﺘﻢ ﻣﻦ ﺧﻼﻝ ﻣﺸﺎﺭﻛﺔ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﻭﺿﻊ ﺍﻗﺘﺮﺍﺣﺎﺕ ﻭﺃﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﰲ ﺍﳌﻨﻈﻤﺔ‬
‫)‪. (Heizer & Render, 1999, 83‬‬
‫ﺍﻣﺎ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﰲ ﻓﻠﺴﻔﺔ ﺗﺮﺷﻴﻖ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻓﺎﻧﻪ ﻳﺸﻜﻞ ﺟﺰ ًﺀ ﺭﺋﻴﺴﹰﺎ ﻟﺴﺒﺒﲔ ﳘﺎ ‪) :‬ﺍﻟﻨﻌﻤﺔ ‪(52 ،2007،‬‬
‫‪ -1‬ﻫﻨﺎﻙ ﺛﻼﺙ ﻗﻀﺎﻳﺎ ﺗﻌﺮﻑ ﻓﻠﺴﻔﺔ ﺍﻟﺘﺮﺷﻴﻖ ﻭﺍﻟﱵ ﺗﺴﺎﻧﺪ ﺗﻘﻨﻴﺎﺕ ﺍﻟـ )‪ (JIT‬ﻭﻫﻲ ﺍﺯﺍﻟﺔ ﺍﳍﺪﺭ ‪ ،‬ﻭﻣﺸﺎﺭﻛﺔ ﺍﳉﻤﻴﻊ ﰲ‬
‫ﺍﻟﻌﻤﻠﻴﺔ ‪ ،‬ﻭﺍﻟﺴﻌﻲ ﺍﱃ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ‪.‬‬
‫‪ -2‬ﺍﻥ ﺍﻫﺪﺍﻑ ﺍﻟﺘﺮﺷﻴﻖ ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﻌﱪ ﻋﻨﻬﺎ ﲟﺜﺎﻟﻴﺎﺕ)ﻏﺎﻳﺎﺕ( ‪ ،‬ﻣﺜﻞ ﺍﻟﺘﻠﺒﻴﺔ ﺍﻟﻔﻮﺭﻳﺔ ﻟﻠﻄﻠﺐ ﻣﻊ ﺟﻮﺩﺓ ﻣﺘﻤﻴﺰﺓ ﻭﺑﺪﻭﻥ ﻫﺪﺭ ‪ ،‬ﰲ ﺣﲔ‬
‫ﻳﻜﻮﻥ ﺍﻻﺩﺍﺀ ﺍﻟﻜﻠﻲ ﻷﻳﺔ ﻋﻤﻠﻴﺔ ﺑﻌﻴﺪﺍ ﺟﺪﹶﺍ ﻋﻦ ﻫﺬﻩ ﺍﳌﺜﺎﻟﻴﺎﺕ ‪ ،‬ﻟﺬﺍ ﻓﺎﻥ ﺍﳌﻌﺘﻘﺪ ﺍﻷﺳﺎﺳﻲ ﻟﻠﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻫﻮ ﺃﻧﻪ ﻣﻦ ﺍﳌﻤﻜﻦ‬
‫ﺍﻻﻗﺘﺮﺍﺏ ﻣﻦ ﻫﺬﻩ ﺍﳌﺜﺎﻟﻴﺎﺕ ﲟﺮﻭﺭ ﺍﻟﻮﻗﺖ ‪ ،‬ﻓﻤﻦ ﺩﻭﻥ ﻫﺬﻩ ﺍﳌﺜﺎﻟﻴﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﺪﻓﻊ ﺍﻟﺘﻄﻮﺭ ‪ ،‬ﻓﺎﻥ ﺍﻟﺘﺤﺴﲔ ﺍﻟﺬﻱ ﻳﺪﻋ‪‬ﻴﻪ ﺃﻧﺼﺎﺭ‬
‫ﺍﻟﺘﺮﺷﻴﻖ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﺳﻴﻜﻮﻥ ﻣﺆﻗﺘﺎ ﺑﺪ ﹰﻻ ﻣﻦ ﺍﻥ ﻳﻜﻮﻥ ﻣﺴﺘﻤﺮﺍ ً‪.‬‬

‫* رمز مختصر للمصطلح االنكليزي ‪Cellular Manufacturing‬‬

‫* رمز مختصر للمصطلح االنكليزي ‪Continuous Improving‬‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺛﺎﻧﻴﹰﺎ‪ :‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬

‫ﺗﻌ‪‬ﺪ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ )‪ (Sustainable Competitive Advantage‬ﻭﺍﻟﱵ ﻳﺮﻣﺰ ﳍﺎ ﺍﺧﺘﺼﺎﺭﺍ )‪(SCA‬‬
‫ﻫﺪﻓﹰﺎ ﺭﺋﻴﺴﹰﺎ ﺗﺴﻌﻰ ﺇﱃ ﺑﻠﻮﻏﻪ ﲨﻴﻊ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺇﺫ ﺇﻥ ﺍﳌﺸﻜﻠﺔ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﱵ ﺗﻮﺍﺟﻬﻬﺎ ﺗﻠﻚ ﺍﳌﻨﻈﻤﺎﺕ ﻫﻲ ﻣﺸﻜﻠﺔ ﺍﻟﺼﲑﻭﺭﺓ‬
‫ﻭﺍﻟﺒﻘﺎﺀ ﰲ ﺍﻟﺼﻨﺎﻋﺔ ﺃﻭ ﺍﻟﺴﻮﻕ ﺍﻟﺬﻱ ﲣﺘﺎﺭﻩ‪ ،‬ﳑﺎ ﻳﺘﻄﻠﺐ ﺍﻣﺘﻼﻛﻬﺎ ﺍﻷﺳﺲ ﺍﻟﺪﺍﻋﻤﺔ ﻟﺬﻟﻚ ﻭﺍﳌﺘﻜﻮﻧﺔ ﻣﻦ ﳎﻤﻮﻋﺔ ﺍﻷﻫﺪﺍﻑ ﻭﺍﳌﻮﺍﺭﺩ‬
‫ﻭﺍﻷﻓﺮﺍﺩ ﺍﻟﻘﺎﺩﺭﻳﻦ ﻭﺍﳌﺘﺤﻔﺰﻳﻦ‪ .‬ﻭﻳﻘﻊ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ ﺃﻥ ﲡﻌﻞ ﺧﻴﺎﺭﺍ‪‬ﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺻﺤﻴﺤﺔ ﲟﺎ ﻳﻜﻔﻲ ﺃﻥ ﺗﻜﻮﻥ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺒﻘﺎﺀ‪،‬‬
‫ﺇﺫ ﺇﻥ ﻓﻘﺪﺍﻥ ﺟﺰﺋﻴ‪‬ﺔ ﻣﻨﻬﺎ ﺳﻴﻌﺠﻞ ﰲ ﺇﺧﻔﺎﻗﻬﺎ ﻭﻓﺸﻠﻬﺎ‪ .‬ﻭﻟﻜﻲ ﺗﺘﺠﺎﻭﺯ ﺍﳌﻨﻈﻤﺔ ﻫﺬﻩ ﺍﳌﺸﻜﻠﺔ ﺍﻟﱵ ﻻ ﳝﻜﻦ ﺣﻠﻬﺎ ﻋﻠﻰ ﺍﻹﻃﻼﻕ‬
‫ﺑﺸﻜﻞ ﻛﺎﻣﻞ‪ ،‬ﻻﻥ ﺑﻴﺌﺔ ﺍﻷﻋﻤﺎﻝ ﺃﺻﺒﺤﺖ ﺃﻛﺜﺮ ﺍﺿﻄﺮﺍﺑﺎﹰ‪ ،‬ﺑﺴﺒﺐ ﺗﻘﺪﻡ ﺃﻧﻈﻤﺔ ﺍﻟﺘﺠﺎﺭﺓ ﺍﳊﺮﺓ ﰲ ﻇﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭ‪‬ﺎﻳﺔ‬
‫ﺍﻻﺣﺘﻜﺎﺭﺍﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﲟﺎ ﻓﻴﻬﺎ ﺍﻻﺣﺘﻜﺎﺭﺍﺕ ﺍﳊﻜﻮﻣﻴﺔ‪ ،‬ﻭﺍﻟﺘﻐﲑ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﺍﳌﺘﺴﺎﺭﻉ‪ ،‬ﺇﺫ ﺃﺻﺒﺤﺖ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺃﻗﻞ ﻗﺪﺭﺓ‬
‫ﻋﻠﻰ ﲪﺎﻳﺔ ﻧﻔﺴﻬﺎ ﺳﻮﺍﺀ ﰲ ﺍﻟﺒﻠﺪ ﺍﻷﻡ‪ ،‬ﺃﻭ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﳋﺎﺭﺟﻴﺔ‪ .،‬ﻭﻗﺪ ﺑﺪﺃﺕ ﺍﳌﻨﻈﻤﺎﺕ ﺗﺪﺭﻙ ﺃﳘﻴﺔ ﺍﻟﺘﻤﻴﺰ ﻭﺩﻭﺭﻩ ﻛﻨﺸﺎﻁ ﻣﻨﻈﻢ‬
‫ﻭﻣﻨﻬﺠﻲ ﰲ ﺍﻟﺘﻮﺻﻞ ﺍﱃ ﺍﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﻭﻣﻨﺘﺠﺎﺕ ﻣﺘﻨﻮﻋﺔ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺗﻘﻨﻴﺎﺕ ﻭﺍﺳﺎﻟﻴﺐ ﺟﺪﻳﺪﺓ ﲢﻘﻖ ﳍﺎ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪) .‬ﺍﻟﺰﻋﺎﻧﲔ‬
‫‪(8_7 ،2010 ،‬‬
‫ﺃﻥ ﺍﻣﺘﻼﻙ ﺍﳌﻨﻈﻤﺔ ﻟﻠﻤﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻳﻌﲏ ﻗﺪﺭ‪‬ﺎ ﺍﳌﻮﺿﻮﻋﻴﺔ ﰲ ﻣﻮﺍﺟﻬﺔ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﺔ ﰲ ﺍﻟﺴﻮﻕ ﻭﻓﺤﺼﻬﺎ ﺍﻟﺪﻗﻴﻖ ﻟﺒﻴﺌﺔ ﺍﻟﺼﻨﺎﻋﺔ‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻗﺪﺭ‪‬ﺎ ﰲ ﻣﻮﺍﺟﻬﺔ ﺍﻻﺧﺮﻳﻦ ﻭﺍﻣﻜﺎﻧﻴﺔ ﺍﻟﺒﻘﺎﺀ ﻭﺍﻻﺳﺘﻤﺮﺍﺭ ‪(Pavlou, 2003 ,15_14 ).‬‬
‫ﺃ‪.‬ﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﻳﺸﻐﻞ ﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺣﻴﺰﺍ ﻭﻣﻜﺎﻧﺔ ﻫﺎﻣﺔ ﰲ ﻛﻞ ﻣﻦ ﳎﺎﻝ ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻗﺘﺼﺎﺩﻳﺎﺕ ﺍﻻﻋﻤﺎﻝ ‪ ،‬ﻭﺑﺮﺯ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ‬
‫ﺑﺸﻜﻞ ﻭﺍﺿﺢ ﰲ ﻣﻄﻠﻊ ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ ‪ ،‬ﺣﻴﺚ ﻗﺪﻡ ﺑﻮﺭﺗﺮ ﻣﻔﻬﻮﻡ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﳌﻨﻈﻤﺎﺕ ﺍﻻﻋﻤﺎﻝ ‪ ،‬ﻭﲤﺜﻞ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﻟﻌﻨﺼﺮ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﳊﺮﺝ ﺍﻟﺬﻱ ﻳﻘﺪﻡ ﻓﺮﺻﺔ ﺟﻮﻫﺮﻳﺔ ﻟﻜﻲ ﺗﺘﺤﻘﻖ ﺍﳌﻨﻈﻤﺔ ﺭﲝﻴﺔ ﻣﺘﻮﺍﺻﻠﺔ ﺑﺎﳌﻘﺎﺭﻧﺔ ﻣﻊ ﻣﻨﺎﻓﺴﻴﻬﺎ ‪Hoffman,‬‬
‫)‪ . (2007,2‬ﻭﻗﺪ ﺗﺒﺎﻳﻨﺖ ﺍﺭﺍﺀ ﺍﻟﻜﺘﺎﺏ ﻭﺍﻟﺒﺎﺣﺜﲔ ﰲ ﺍﻋﻄﺎﺀ ﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪،‬ﻓﻤﻨﻬﻢ ﻣﻦ ﺭﻛﺰ ﻋﻠﻰ ﻋﻨﺼﺮ ﺍﻟﻘﻴﻤﺔ ﻭﻣﻨﻬﻢ‬
‫ﻣﻦ ﺭﻛﺰ ﻋﻠﻰ ﺍﻟﺰﻣﻦ ﻣﻊ ﺍﻟﺘﺎﻛﻴﺪ ﻋﻠﻰ ﺿﺮﻭﺭﺓ ﺃﻥ ﲣﻠﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻗﻴﻤﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻳﺸﻌﺮ ‪‬ﺎ ﺍﻟﺰﺑﺎﺋﻦ‪).‬‬
‫ﻼ ﻣﻦ )‪ (Krajewski&Ritzman,1999,141‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺄ‪‬ﺎ ﺗﺘﻮﻟﺪ‬
‫‪ . (Chutkaew,2006,33‬ﺇﺫ ﺃﻭﺿﺢ ﻛ ﹰ‬
‫ﺃﻭ ﺗﻨﺸﺄ ﺑﻮﺳﺎﻃﺔ ﺯﻳﺎﺩﺓ ﻗﻴﻤﺔ ﺍﳌﻨﺘﺞ ﻟﻠﺰﺑﻮﻥ ﺃﻭ ﺗﻘﻠﻞ ﻣﻦ ﺗﻜﺎﻟﻴﻒ ﺗﻘﺪﱘ ﺍﳌﻨﺘﺞ ﺇﱃ ﺍﻟﺴﻮﻕ ‪,‬ﺃﻱ ﺃﻥ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﺘﺤﺪﺩ ﻣﻦ ﺧﻼﻝ‬
‫ﺯﻳﺎﺩﺓ ﻗﻴﻤﺔ ﺍﳌﻨﺘﺞ ﻟﻠﺰﺑﺎﺋﻦ ﻭﺗﻘﻠﻴﻞ ﺗﻜﻠﻔﺔ ﺍﳌﻨﺘﺞ ﻭﺫﻟﻚ ﻟﻠﻤﻨﺎﻓﺴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻘﻠﻴﻞ ﺳﻌﺮ ﺍﳌﻨﺘﺞ ‪ .‬ﻳ‪‬ﻮﺿﺢ ﻛﻞ ﻣﻦ ) & ‪Heizer‬‬
‫‪ (Render,1999,36‬ﺑﺎﻥ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﻌﲏ ﺇﳚﺎﺩ ﻣﻴﺰﺓ ﺗﺴﺘﻄﻴﻊ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﺧﻼﳍﺎ ﺃﻥ ﺗﺘﻔﻮﻕ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﲔ‪،‬ﺃﻱ ﺇﻥ ﺍﳌﻴﺰﺓ‬
‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﲡﻌﻞ ﺍﻟﺸﺮﻛﺔ ﻓﺮﻳﺪﺓ ﻭﻣﺘﻤﻴﺰﺓ ﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺃﺷﺎﺭ ) ‪ ( Lynch , 2000 , 153‬ﺇﱃ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺄ‪‬ﺎ "‬
‫ﺍﻟﺒﺤﺚ ﻋﻦ ﺷﻲﺀ ﻓﺮﻳﺪ ﻭﳐﺘﻠﻒ ﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ ‪،‬ﻭﻳﺘﻮﺳﻊ )‪ (Liu, 2003, 15‬ﻟﻴﻮﺿﺢ ﺃﻥ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺑﺄ‪‬ﺎ ﻣﻴﺰﺍﺕ ﺍﳌﻨﻈﻤﺎﺕ‬
‫ﰲ ﻣﻨﻈﻮﺭ ﺳﻮﻕ ﺍﳌﻨﺘﺞ ﺍﻟﺬﻱ ﳚﻠﺐ ﺃﻛﺜﺮ ﻣﻦ ﻣﺮﻛﺰ ﺗﻨﺎﻓﺴﻲ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫ﺏ‪.‬ﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬
‫ﺇﻥ ﻣﻮﺿﻮﻉ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪ Sustainable Competitive Advantage‬ﻫﻮ ﻭﺍﺣﺪ ﻣﻦ ﺍﳌﻮﺿﻮﻋﺎﺕ‬
‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻭﺍﳌﻌﺎﺻﺮﺓ ﰲ ﺁﻥ ﻭﺍﺣﺪ ﻭﻫﻲ ﻗﺪﳝﺔ ﻗﺪﻡ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﺳﻌﺖ ﻣﻦ ﺧﻼﳍﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻌﺴﻜﺮﻳﺔ ﺃﻭ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻟﺘﺤﻘﻴﻘﻬﺎ‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺑﺪﻻﻟﺔ ﻣﻔﻬﻮﻡ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﻘﺮﻭﻧﺔ ﲟﺪﻯ ﺗﺒﲏ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻔﻜﺮ ﺍﻻﺳﺘﺮﺍﲡﻲ‪ .‬ﻭﲤﺜﻞ ﻣﻌﺎﺻﺮﺓ ﺍﳌﻔﻬﻮﻡ ﻣﻦ ﺧﻼﻝ ﺗﺄﻛﻴﺪ ﲰﺔ‬
‫ﺍﻻﺳﺘﺪﺍﻣﺔ ﺍﻟﱵ ﻓﺮﺿﺘﻬﺎ ﻃﺒﻴﻌﺔ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺻﺮﺍﻉ ﺍﻻﺳﺘﺮﺍﲡﻴﺎﺕ‪ ،‬ﺣﻴﺚ ﺃﺻﺒﺢ ﻗﻴﺎﺱ ﻣﺪﻯ ﺗﺼﺪﺭ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺗﺒﲏ‬
‫ﺍﻻﺳﺘﺮﺍﲡﻴﺎﺕ ﻏﲑ ﳏﺼﻮﺭ ﰲ ﲢﻘﻴﻖ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻓﻘﻂ ﺑﻞ ﰲ ﻣﺪﻯ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻫﺬﻩ ﺍﳌﺰﺍﻳﺎ ﺍﻟﱵ ﻣﺎﺯﺍﻝ ﺍﻟﺼﺮﺍﻉ ﺍﻻﺳﺘﺮﺍﲡﻲ‬
‫ﻼ ﻋﻦ ﺍﻥ ﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺒﻴﺌﻴﺔ ﺩﺭﺍﻣﺎﺗﻴﻜﻴﺔ ﺍﻻﺭﺗﻔﺎﻉ ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﻣﺘﺼﺎﻋﺪﺓ ﺍﻟﻮﺗﲑﺓ‪) .‬ﺍﳌﺴﻌﻮﺩﻱ ‪(61 ،2007،‬‬
‫ﻣﺴﺘﻤﺮﺍ ﺑﺸﺄ‪‬ﺎ ﻓﻀ ﹰ‬
‫ﻳﺘﻜﻮﻥ ﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻣﻦ ﻣﻘﻄﻌﲔ‪ ،‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﻟﱵ ﲡﺴﺪﺕ ﰲ ﺣﻘﻞ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺇﻥ ﺍﳌﻨﻈﻤﺎﺕ ﻣﺘﺒﺎﻳﻨﺔ ﰲ ﻣﻮﺍﺭﺩﻫﺎ ﻭﻗﺪﺭﺍ‪‬ﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻭﻷﺟﻞ ﺻﻴﺎﻏﺔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ‪ ،‬ﻻﺑﺪ ﳍﺎ ﺃﻭ ﹰﻻ ﻣﻦ ﺗﻘﻴﻴﻢ ﻣﻮﺍﺭﺩﻫﺎ‬
‫ﺃﻣﺎ ﺻﻔﺔ ﺍﻻﺳﺘﺪﺍﻣﺔ )‪ (Sustainable‬ﻓﺈ‪‬ﺎ ﺗﺄﺧﺬ ﺑﺎﻟﻌﺪ ﺍﳊﻤﺎﻳﺔ ﺍﻟﱵ‬ ‫ﻭﻣﻘﺪﺭﺍ‪‬ﺎ ﻟﺘﺤﺪﻳﺪ ﻣﺎ ﺗﺘﻤﻴﺰ ﺑﻴﻪ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ‬
‫ﺗﻮﻓﺮﻫﺎ ﺍﳌﻮﺍﺭﺩ ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻏﲑ ﳏﺪﻭﺩﺓ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﺍﺟﻞ ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﻗﺪﺭﺍ‪‬ﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻭﺫﻟﻚ ﲞﻠﻖ ﻣﻼﺟﺊ ﺁﻣﻨﺔ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﳌﻮﺍﺭﺩ ﺍﳌﺴﺘﻤﺮﺓ )‪، (Chaharbaghif & lynch ,2001 ,75‬‬
‫ﻋﺮﻑ )ﺍﻟﺪﻟﻴﻤﻲ ‪ (75 ،2009،‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺇ‪‬ﺎ ﺍﳌﺼﺪﺭ ﺍﻟﺬﻱ ﻳﻌﺰﺯ ﻭﺿﻊ ﺍﳌﻨﻈﻤﺔ ﰲ ﺍﻟﺴﻮﻕ ﲟﺎ ﳛﻘﻖ ﳍﺎ ﺍﻷﺭﺑﺎﺡ‬
‫ﻣﻦ ﺧﻼﻝ ﲤﻴﺰﻫﺎ ﻋﻠﻰ ﻣﻨﺎﻓﺴﻴﻬﺎ ﰲ ﳎﺎﻻﺕ ﺍﻟﺴﻌﺮ ﻭﺍﻟﻜﻠﻔﺔ ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﻨﺘﺞ‪ .‬ﻛﻤﺎ ﺍﺷﺎﺭ )‪ (Hoffman, 2007, 10‬ﺇﻥ‬
‫ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻫﻲ ﺍﳌﻨﻔﻌﺔ ﺍﻟﻄﻮﻳﻠﺔ ﺍﻷﻣﺪ ﺍﻟﱵ ﺗﺘﺤﻘﻖ ﻣﻦ ﺧﻼﻝ ﺗﻄﺒﻴﻖ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺧﻠﻖ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻔﺮﻳﺪﺓ‪ ،‬ﺍﻟﱵ ﺗﻮﻓﺮ ﺍﻟﺜﻘﺔ‬
‫ﺍﳌﺎﻟﻴﺔ ﻭﺍﻷﺩﺍﺀ ﺍﻟﻌﺎﱄ ﳌﻨﻈﻤﺔ‪ ،‬ﻭﻳﺘﻢ ﺑﻨﺎﺋﻬﺎ ﻋﻦ ﻃﺮﻳﻖ ﺩﻣﺞ ﺍﳌﻬﺎﺭﺍﺕ ﻭﺍﳌﻮﺍﺭﺩ ﺍﳉﻮﻫﺮﻳﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﻄﺮﻕ ﻓﺮﻳﺪﺓ ﻭﺩﺍﺋﻤﺔ‪ ،‬ﻭﻻ ﻳﺘﻤﻜﻦ‬
‫ﺍﳌﻨﺎﻓﺴﲔ ﻣﻦ ﺗﻘﻠﻴﺪﻫﺎ ﺃﻭ ﳏﺎﻛﺎ‪‬ﺎ‬
‫‪.‬ﺑﻴﻨﻤﺎ ﻋﺮﻓﻬﺎ )‪ (chutkaew,2006,33‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺑﺄ‪‬ﺎ ﻫﺪﻑ ﻟﻺﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺇﺫ ﻳﻨﺘﺞ ﻋﻦ ﺍﻷﺩﺍﺀ ﺍﳌﺘﻔﻮﻕ ﻣﻴﺰﺓ‬
‫ﺗﻨﺎﻓﺴﻴﺔ ﺗﺸﺘﻖ ﻣﻦ ﻣﻮﺍﺭﺩ ﺍﳌﻨﻈﻤﺔ ﺍﳉﻮﻫﺮﻳﺔ‪ ،‬ﺍﻟﱵ ﺗﻘﻮﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﺎﺳﺘﺪﺍﻣﺘﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻴﻬﺎ ﻭﻣﻨﻊ ﺗﻘﻠﻴﺪﻫﺎ ‪،‬‬
‫ﻛﺬﻟﻚ ﻋﺮﻓﻬﺎ) ﺍﻟﺰﻋﺎﻳﻨﻦ‪ (7، 2010 ،‬ﻫﻲ ﻣﻘﺪﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺍﺩﺍﺀ ﺍﻋﻤﺎﳍﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ ﻳﺼﻌﺐ ﻋﻠﻰ ﻣﻨﺎﻓﺴﻴﻬﺎ ﺗﻘﻠﻴﺪﻫﺎ‬
‫‪،‬ﺣﻴﺚ ﳛﻘﻖ ﳍﻢ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﳌﻨﺎﻓﻊ ﻭﺍﻟﻘﻴﻢ ﺍﻟﱵ ﺗﺘﻔﻮﻕ ﻋﻠﻰ ﻣﺎﻳﻘﺪﻣﻪ ﳍﻢ ﺍﳌﻨﺎﻓﺴﻮﻥ ﺍﻻﺧﺮﻭﻥ‪ .‬ﻭﻳﺸﲑ) ‪ (Allen,2007,13‬ﺍﱃ‬
‫ﺍ‪‬ﺎ ﲤﺜﻞ ﺍﻣﻜﺎﻧﻴﺔ ﺍﳌﻨﻈﻤﺔ ﺑﺎﻟﺘﻤﻴﻴﺰ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﲔ ﻭﺍﻟﺒﻘﺎﺀ ﺍﻃﻮﻝ ﻓﺘﺮﺓ ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﱘ ﻣﻨﺘﺠﺎﺕ ﺗﻘﺎﺑﻞ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ ﺍﳌﺘﻨﻮﻋﺔ‬
‫ﻭﺍﳌﺘﻄﻮﺭﺓ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‪ .‬ﻭﻳﺮﻯ ) ‪ (Mcllory,2010,39‬ﺑﺎﻥ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻫﻲ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺧﻠﻖ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻔﺮﻳﺪﺓ‬
‫ﺍﻟﱵ ﲢﻘﻖ ﻣﻨﺎﻓﻊ ﻃﻮﻳﻠﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﺧﻼﻝ ﺍﻋﺘﻤﺎﺩﻫﺎ ﻋﻠﻰ ﻣﻮﺍﺭﺩ ﻫﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﳌﺘﻤﻴﺰﺓ ﺍﻟﱵ ﲤﺘﻜﻠﻬﺎ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﱵ ﻻﺗﺘﻮﻓﺮ‬
‫ﰲ ﺍﳌﻨﺎﻓﺴﲔ ‪.‬‬
‫ﻛﻤﺎ ﻋﺮﻓﻬﺎ) ‪ (Ishii,2005,8-9‬ﻭﻫﻲ ﺍﳌﻴﺰﺍﺕ ﺍﻟﱵ ﺗﺘﻔﻮﻕ ‪‬ﺎ ﻣﻨﻈﻤﺔ ﺍﻻﻋﻤﺎﻝ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﲔ ﻣﻦ ﺧﻼﻝ ﺗﻘﻴﻴﻢ ﻗﻴﻤﺔ ﺍﻛﱪ‬
‫ﻟﻠﺰﺑﻮﻥ ﺳﻮﺍﺀ ﺍﻛﺎﻥ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺴﻌﺮ ﺍﳌﺨﻔﺾ ﻭﺍﳉﻮﺩﺓ ﺍﳌﻨﺎﺳﺒﺔ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻻﺧﺮﻯ ﺍﳌﻀﺎﻓﺔ ﺍﻟﱵ ﺗﺴﻬﻢ ﰲ ﺗﻠﺒﻴﺔ ﺣﺎﺟﺎﺕ ﺍﻟﺰﺑﺎﺋﻦ‪.‬‬
‫ﺍﺗﺴﺎﻗﺎ ﻣﻊ ﻣﺎ ﺗﻘﺪﻡ ﻳﺮﻯ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺃﻥ ﻣﻔﻬﻮﻡ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔﻫﻲ ﺍﻟﻔﺎﺋﺪﺓ ﺍﻟﱵ ﻳﺼﻌﺐ ﺗﻘﻠﻴﺪﻫﺎ ﺃﻭ ﺍﺳﺘﻨﺴﺎﺥ ﻣﻨﺎﻓﻌﻬﺎ ﳌﺪ ‪‬ﺓ‬
‫ﻃﻮﻳﻠﺔ ﻣﻦ ﻗﺒﻞ ﺍﳌﻨﺎﻓﺴﲔ ﻣﻦ ﺧﻼﻝ ﻣﺎﲤﺘﻠﻜﻪ ﺍﳌﻨﻈﻤﺔﻣﻦ ﻗﺪﺭﺍﺕ ﻭﻛﻔﺎﺀﺍﺕ ﻭﻣﻮﺍﺭﺩ ﻭﺧﱪﺍﺕ ﻭﺗﻘﻨﻴﺎﺕ ﲤﻴﺰﻫﺎ ﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﺎﻓﺴﲔ‬
‫ﻼ ﻋﻦ ﲤﺘﻊ ﻣﻨﺘﺠﺎ‪‬ﺎ‪/‬ﺧﺪﻣﺎ‪‬ﺎ ﺑﺼﻔﺎﺕ ﻭﻣﺰﺍﻳﺎ ﺗﺘﻤﻴﺰ ﻋﻦ ﻣﻨﺘﺠﺎﺕ ﺍﳌﻨﺎﻓﺴﲔ ﳍﺎ ﻭ‪‬ﺬﺍ ﻳﺼﺒﺢ ﻟﺪﻳﻬﺎ ﻣﻮﻗﻒ‬
‫ﳍﺎ ﰲ ﺍﻟﺴﻮﻕ ‪ ،‬ﻓﻀ ﹰ‬
‫ﺗﻨﺎﻓﺴﻲ ﻗﻮﻱ ﰲ ﺍﻟﺴﻮﻕ ﻭﻫﺬﺍ ﻳﺆﻫﻠﻬﺎ ﻟﻼﺳﺘﺤﻮﺍﺫ ﻋﻠﻰ ﺣﺼﺔ ﺳﻮﻗﻴﺔ ﺟﺪﻳﺪﺓ ﰲ ﺍﻻﺳﻮﺍﻕ ‪.‬‬
‫ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻟﺚ‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﳉﺎﻧﺐ ﺍﻟﺘﻄﺒﻴﻘﻲ ﻟﻠﺒﺤﺚ‬

‫ﺃﻭ ﹰﻻ‪ -‬ﻭﺻﻒ ﳎﺘﻤﻊ ﻭﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ‬
‫‪ .1‬ﻭﺻﻒ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ ‪ :‬ﰎ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ ﰲ ﺍﳌﻮﺻﻞ ﻣﻴﺪﺍﻧﹰﺎ ﻟﻠﺒﺤﺚ‬
‫ﻼ ﻋﻦ ﻛﻮﻧﻪ ﲤﺘﻠﻚ‬
‫ﻭﺫﻟﻚ ﻷﺳﺒﺎﺏ ﻋﺪﻳﺪﺓ ﻣﻨﻬﺎ ﻛﻮ‪‬ﺎ ﻣﻦ ﺍﻛﱪ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﰲ ﳏﺎﻓﻈﺔ ﻧﻴﻨﻮﻯ ﻭﺃﻃﻮﳍﺎ ﻋﻤﺮﹰﺍ ﻓﻀ ﹰ‬
‫ﻛﺎﺩﺭﹰﺍ ﻓﻨﻴﹰﺎ ﰲ ﻣﻴﺪﺍﻥ ﻧﺸﺎﻃﻬﺎ ‪ ،‬ﻛﻮ‪‬ﺎ ﲤﺘﻠﻚ ﻣﻨﺎﻓﺬ ﺗﺴﻮﻳﻘﻴﺔ ﳌﻨﺘﺠﺎ‪‬ﺎ ﰲ ﳏﺎﻓﻈﺔ ﻧﻴﻨﻮﻯ ﻭﻋﺪﺩﹰﺍ ﻣﻦ ﺍﶈﺎﻓﻈﺎﺕ ﺍﻷﺧﺮﻯ‪ .‬ﻭﺍﳉﺪﻭﻝ‬
‫)‪ (2‬ﻳﻌﻄﻲ ﺗﻌﺮﻳﻒ ﻣﺒﺴﻂ ﺍﻟﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‪.‬‬
‫ﺍﳉﺪﻭﻝ )‪ (2‬ﺗﻌﺮﻳﻒ ﻣﺒﺴﻂ ﻟﻠﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‬
‫ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ ﺍﻟﺸﺮﻛﺔ‬ ‫ﻧﺒﺬﺓ ﳐﺘﺼﺮﺓ ﻋﻦ ﺍﻟﺸﺮﻛﺔ‬
‫‪ -‬ﺃﻧﻮﺍﻉ ﺍﳌﺮﺍﻫﻢ‬ ‫ﺃﻧﻮﺍﻉ ﺍﻟﺸﺮﺍﺑﺎﺕ‬
‫ﻑ ﺇﱃ ﺗﻨﺸﻴﻂ‪-‬ﺍﻟﻘﻄﺎﻉ‬
‫ﺗﺄﺳﺴﺖ ﺍﻟﺸﺮﻛﺔ ﺳﻨﺔ )‪ ،(2002‬ﻭﺗ‪‬ﻬﺪ ‪‬‬
‫‪-‬ﺍﻻﻣﺒﻮﻻﺕ‬ ‫ﺍﳌﺴﺘﺸﻔﻴﺎﺕ ﺍﳊﺒﻮﺏ‬
‫ﺍﻟﻌﺎﻡ ﻭﺗ‪‬ﺰﻭﻳﺪ ﺍﻷﺳﻮﺍﻕ ﺍﶈﻠﻴﺔ ﲟﺎ ﳛﺘﺎﺝ ﺇﻟﻴﻪ ﻭﺗﺰﻭﻳﺪ ‪ -‬ﺃﻧﻮﺍﻉ‬
‫‪-‬ﺍﻟﻜﺒﺴﻮﻻﺕ ﺑﺄﻧﻮﺍﻋﻬﺎ‬ ‫‪ -‬ﺍﻟﺒﺨﺎﺧﺎﺕ‬ ‫ﺑﺈﻧﺘﺎﺟﻬﺎ ﻣﻦ ﺍﻷﺩﻭﻳﺔ ﺩﺍﺧﻞ ﺍﻟﺒﻠﺪ‬
‫ﺍﳉﺪﻭﻝ ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻷﺩﻟﺔ ﺍﳋﺎﺻﺔ ﺑﺎﻟﺸﺮﻛﺔ ﻭﺍﳌﻘﺎﺑﻼﺕ‬

‫‪ .2‬ﻭﺻﻒ ﺍﻷﻓﺮﺍﺩ ﺍﳌﺒﺤﻮﺛﲔ ‪ :‬ﰎ ﺍﺧﺘﻴﺎﺭ ﻋﻴﻨﺔ ﲤﺜﻠﺖ ﲟﺪﻳﺮ ﺍﻟﺸﺮﻛﺔ ﻭﻣﻌﺎﻭﻧﻪ ﻭﻣﺪﺭﺍﺀ ﺍﳋﻂ ﺍﻷﻭﻝ )ﻣﺪﺭﺍﺀ ﺍﻷﻗﺴﺎﻡ ﻭﺍﻟﺸﻌﺐ ﺍﻹﻧﺘﺎﺟﻴﺔ‬
‫ﻭﺍﻹﺩﺍﺭﻳﺔ( ‪ ،‬ﺇﺫ ﰎ ﺗﻮﺯﻳﻊ )‪ (40‬ﺍﺳﺘﻤﺎﺭﺓ ﺍﺳﺘﺒﺎﻧﺔ ﻋﻠﻰ ﺍﻷﻓﺮﺍﺩ ﺍﳌﺒﺤﻮﺛﲔ ﺍﺳﺘﺮﺟﻌﺖ )‪ (40‬ﺍﺳﺘﻤﺎﺭﺓ ﻣﻨﻬﺎ ﺃﻱ ﻧﺴﺒﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺑﻠﻐﺖ‬
‫)‪ .(%100‬ﻭﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (3‬ﺇﱃ ﺧﺼﺎﺋﺺ ﺍﻷﻓﺮﺍﺩ ﺍﳌﺒﺤﻮﺛﲔ ﰲ ﺍﻟﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‪.‬‬
‫ﺍﳉﺪﻭﻝ )‪ (3‬ﺧﺼﺎﺋﺺ ﺍﻷﻓﺮﺍﺩ ﺍﳌﺒﺤﻮﺛﲔ ﰲ ﺍﻟﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‬
‫ﺍﳌﺮﻛﺰ ﺍﻟﻮﻇﻴﻔﻲ ﻟﻠﻤﺒﺤﻮﺛﲔ‬
‫ﻣﺪﺭﺍﺀ ﺍﳋﻂ ﺍﻷﻭﻝ‬ ‫ﺇﺩﺍﺭﺓ ﻋﻠﻴﺎ ﻟﻠﻤﺼﻨﻊ‬
‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬ ‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬
‫‪92.5‬‬ ‫‪37‬‬ ‫‪7.5‬‬ ‫‪3‬‬
‫ﻣﺪﺓ ﺍﳋﺪﻣﺔ ﰲ ﺍﻟﺸﺮﻛﺔ )ﺳﻨﺔ(‬
‫‪ 16‬ﻓﺄﻛﺜﺮ‬ ‫‪15–11‬‬ ‫‪10–6‬‬ ‫‪5–1‬‬
‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬ ‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬ ‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬ ‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬
‫‪25‬‬ ‫‪10‬‬ ‫‪22.5‬‬ ‫‪9‬‬ ‫‪40‬‬ ‫‪16‬‬ ‫‪12.5‬‬ ‫‪5‬‬
‫ﺍﻟﺘﺤﺼﻴﻞ ﺍﻟﺪﺭﺍﺳﻲ‬
‫ﻣﺎﺟﺴﺘﲑ ﻭﺩﻛﺘﻮﺭﺍﻩ‬ ‫ﺑﻜﺎﻟﻮﺭﻳﻮﺱ‬ ‫ﺩﺑﻠﻮﻡ‬

‫‪313‬‬
 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬ ‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬ ‫‪%‬‬ ‫ﺍﻟﻌﺪﺩ‬

‫‪20‬‬ ‫‪8‬‬ ‫‪72.5‬‬ ‫‪29‬‬ ‫‪7.5‬‬ ‫‪3‬‬

‫ﺛﺎﻧﻴﹰﺎ ‪ :‬ﺍﺧﺘﺒﺎﺭ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﺤﺚ‬

‫ﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (4‬ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﺫﺍﺕ ﺩﻻﻟﺔ ﻣﻌﻨﻮﻳﺔ ﻣﻮﺟﺒﺔ ﺑﲔ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﺑﻮﺻﻔﻬﺎ ﻣﺘﻐﲑﺍﺕ‬
‫ﻣﺴﺘﻘﻠﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺑﻌﺪﻫﺎ ﻣﺘﻐﲑﹰﺍ ﻣﻌﺘﻤﺪﹰﺍ ‪ ،‬ﺇﺫ ﺑﻠﻐﺖ ﺩﺭﺟﺔ ﺍﻻﺭﺗﺒﺎﻁ )ﺍﳌﺆﺷﺮ ﺍﻟﻜﻠﻲ( )‪ (0.743‬ﻭ‪‬ﺬﺍ ﻓﻘﺪ ﲢﻘﻘﺖ‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻷﻭﱃ‪ ،‬ﺍﻣﺎ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﺑﲔ ﻛﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬
‫ﳝﻜﻦ ﺗﻮﺿﻴﺤﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ )‪. (4‬‬
‫ﺍﳉﺪﻭﻝ )‪(4‬‬
‫ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺑﲔ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‬

‫ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﻌﺘﻤﺪﺓ‬
‫ﺍﳌﺆﺷﺮ ﺍﻟﻜﻠﻲ‬ ‫)‪(CI‬‬ ‫)‪(CM‬‬ ‫‪SMED‬‬ ‫)‪(5S‬‬ ‫)‪TPM‬‬
‫ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ‬
‫‪* 0.743‬‬ ‫‪* 0.678‬‬ ‫‪0.564‬‬ ‫‪* 0.549‬‬ ‫‪0.719‬‬ ‫‪* 0.651‬‬ ‫‪SCA‬‬
‫‪N=40 *P < 0.05‬‬ ‫ﺍﳌﺼﺪﺭ‪ :‬ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﳊﺎﺳﺒﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫ﻭﻷﺟﻞ ﺗﻮﺿﻴﺢ ﺍﻟﻌﻼﻗﺔ ﻛﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻭﰲ ﺿﻮﺀ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﻔﺮﻋﻴﺔ‬
‫ﻟﻠﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻷﻭﱃ‪ ،‬ﻓﻘﺪ ﰎ ﲢﻠﻴﻞ ﻋﻼﻗﺎﺕ ﺍﻻﺭﺗﺒﺎﻁ ﳉﻤﻴﻊ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻟﻔﺮﻋﻴﺔ ﻭﻛﺎﻻﰐ ‪:‬‬
‫ﻋﻼﻗﺔ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ :‬ﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (4‬ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﻣﻌﻨﻮﻳﺔ‬ ‫‪.1‬‬
‫ﺑﲔ ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ ﺑﻮﺻﻔﻬﺎ ﺍﺣﺪ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺑﻮﺻﻔﻬﺎ ﻣﺘﻐﲑ ﺍﳌﻌﺘﻤﺪ ‪ ,‬ﺇﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ‬
‫ﺍﻻﺭﺗﺒﺎﻁ )‪ (0.651‬ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻳﺔ )‪.(0.05‬‬
‫ﻋﻼﻗﺔ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺗﻨﻈﻴﻢ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ )‪ (5S‬ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ :‬ﺇﺫ ﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (4‬ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ‬ ‫‪.2‬‬
‫ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﺗﻨﻈﻴﻢ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ )‪ (5S‬ﺑﻮﺻﻔﻬﺎ ﺍﺣﺪ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺑﻮﺻﻔﻬﺎ ﻣﺘﻐﲑ ﻣﻌﺘﻤﺪ ‪ ,‬ﺇﺫ ﺑﻠﻐﺖ‬
‫ﻗﻴﻤﺔ ﺍﻻﺭﺗﺒﺎﻁ )‪ (0.719‬ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻳﺔ )‪.(0.05‬‬
‫ﻋﻼﻗﺔ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﻹﻋﺪﺍﺩ‪ /‬ﺍﻟﺘﻐﻴﲑ ﺍﻟﺴﺮﻳﻊ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ :‬ﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (4‬ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ‬ ‫‪.3‬‬
‫ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﺍﻹﻋﺪﺍﺩ‪ /‬ﺍﻟﺘﻐﻴﲑ ﺍﻟﺴﺮﻳﻊ ﺑﻮﺻﻔﻪ ﺍﺣﺪ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺑﻮﺻﻔﻬﺎ ﻣﺘﻐﲑ ﻣﻌﺘﻤﺪ ‪ ,‬ﺍﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ‬
‫ﺍﻻﺭﺗﺒﺎﻁ )‪ (0.549‬ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻳﺔ )‪.(0.05‬‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﻋﻼﻗﺔ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ :‬ﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (4‬ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﻣﻌﻨﻮﻳﺔ ﺑﲔ‬ ‫‪.4‬‬
‫ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ ﺑﻮﺻﻔﻪ ﺍﺣﺪ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺑﻮﺻﻔﻬﺎ ﻣﺘﻐﲑ ﻣﻌﺘﻤﺪ ‪ ,‬ﺇﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ ﺍﻻﺭﺗﺒﺎﻁ‬
‫)‪ (0.564‬ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻳﺔ )‪.(0.05‬‬
‫ﻋﻼﻗﺔ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ :‬ﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (4‬ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﻣﻌﻨﻮﻳﺔ ﺑﲔ‬ ‫‪.5‬‬
‫ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﺑﻮﺻﻔﻪ ﺍﺣﺪ ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﺑﻮﺻﻔﻬﺎ ﻣﺘﻐﲑ ﻣﻌﺘﻤﺪ ‪ ,‬ﺇﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ ﺍﻻﺭﺗﺒﺎﻁ‬
‫)‪ (0.678‬ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻳﺔ )‪.(0.05‬‬

‫ﺛﺎﻟﺜﹰﺎ ‪ :‬ﺍﺧﺘﺒﺎﺭ ﻋﻼﻗﺎﺕ ﺍﻟﺘﺄﺛﲑ ﺑﲔ ﻣﺘﻐﲑﺍﺕ ﺍﻟﺒﺤﺚ‬

‫ﻳﺸﲑ ﺍﳉﺪﻭﻝ )‪ (5‬ﺇﱃ ﻋﻼﻗﺎﺕ ﺗﺄﺛﲑ ﳌﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳎﺘﻤﻌﺔ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺸﺮﻛﺔ‬
‫ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ‪ /‬ﻧﻴﻨﻮﻯ‬
‫ﺍﳉﺪﻭﻝ )‪(5‬‬
‫ﻋﻼﻗﺎﺕ ﺍﻟﺘﺄﺛﲑ ﳌﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳎﺘﻤﻌﺔ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‬

‫‪F‬‬ ‫ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‬ ‫ﺍﳌﺘﻐﲑ ﺍﳌﺴﺘﻘﻞ‬

‫ﺍﳉﺪﻭﻟﻴﺔ‬ ‫ﺍﶈﺴﻮﺑﺔ‬ ‫‪R2‬‬ ‫‪B1‬‬ ‫‪B0‬‬

‫ﺍﳌﺘﻐﲑ ﺍﳌﻌﺘﻤﺪ‬
‫‪0.707‬‬
‫‪4.00‬‬ ‫‪34.106‬‬ ‫‪0.533‬‬ ‫‪0.757‬‬ ‫ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬
‫)‪(6.788‬‬

‫‪N= 40‬‬ ‫ﺍﳌﺼﺪﺭ‪ :‬ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﳊﺎﺳﺒﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫‪*P < 0.05‬‬
‫)‪df (1 , 38‬‬ ‫) ( ﻳﺸﲑ ﺇﱃ ﻗﻴﻤﺔ ‪ t‬ﺍﶈﺴﻮﺑﺔ‬
‫ﺗﺸﲑ ﻧﺘﺎﺋﺞ ﲢﻠﻴﻞ ﺍﻻﳓﺪﺍﺭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﻭﺟﻮﺩ ﺗﺄﺛﲑ ﻣﻌﻨﻮﻱ ﻟﻠﻤﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ‪ ،‬ﺇﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ )‪ (F‬ﺍﶈﺴﻮﺑﺔ )‪ (34.106‬ﻭﻫﻲ ﺃﻋﻠﻰ ﻣﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ ﻭﺍﻟﺒﺎﻟﻐﺔ )‪ (4.00‬ﻋﻨﺪ ﺩﺭﺟﱵ ﺣﺮﻳﺔ‬
‫)‪ ،(1,38‬ﻭﺑﻠﻎ ﻣﻌﺎﻣﻞ ﺍﻟﺘﺤﺪﻳﺪ )‪ ،(%0.533) (R2‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺃﻥ )‪ (%53‬ﻣﻦ ﺍﻻﺧﺘﻼﻓﺎﺕ ﺍﳌﻔﺴﺮﺓ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ ﺗﻔﺴﺮﻫﺎ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﻳﻌﻮﺩ ﺍﻟﺒﺎﻗﻲ ﺇﱃ ﻣﺘﻐﲑﺍﺕ ﻋﺸﻮﺍﺋﻴﺔ ﻻ ﳝﻜﻦ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻴﻬﺎ ﺃﻭ ﺃ‪‬ﺎ ﻏﲑ ﺩﺍﺧﻠﺔ ﰲ‬
‫ﻼ‪ .‬ﻭﻣﻦ ﺧﻼﻝ ﻣﺘﺎﺑﻌﺔ ﻣﻌﺎﻣﻼﺕ )‪ (B‬ﻭﺍﺧﺘﺒﺎﺭ )‪ (T‬ﳍﺎ ﺗﺒﲔ ﺃﻥ ﻗﻴﻤﺔ )‪ (T‬ﺍﶈﺴﻮﺑﺔ )‪ (6.788‬ﻭﻫﻲ ﻗﻴﻤﺔ‬
‫ﳕﻮﺫﺝ ﺍﻻﳓﺪﺍﺭ ﺃﺻ ﹰ‬
‫ﻣﻌﻨﻮﻳﺔ ﻭﺃﻛﱪ ﻣﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ ﻭﺍﻟﺒﺎﻟﻐﺔ )‪ (1.684‬ﻋﻨﺪ ﻣﺴﺘﻮﻯ ﻣﻌﻨﻮﻱ )‪ .(0.05‬ﻭﺑﺬﻟﻚ ﲢﻘﻘﺖ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪.‬‬
‫ﻭ‪‬ﺪﻑ ﺗﻮﺿﻴﺢ ﻋﻼﻗﺔ ﺍﻟﺘﺄﺛﲑ ﺑﲔ ﻣﺘﻐﲑﻱ ﺍﻟﺒﺤﺚ ﻭﰲ ﺿﻮﺀ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﻨﺒﺜﻘﺔ ﻋﻦ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ ،‬ﻓﻘﺪ ﱠﰎ‬
‫ﲢﻠﻴﻞ ﻋﻼﻗﺎﺕ ﺗﺄﺛﲑ ﻛﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻛﻤﺎ ﰲ ﺍﳉﺪﻭﻝ )‪.(6‬‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﳉﺪﻭﻝ)‪(6‬‬
‫ﺗﺄﺛﲑ ﻛﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻏﺐ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺸﺮﻛﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‬
‫‪F‬‬ ‫‪LMF‬‬ ‫ﺍﳌﺘﻐﲑﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ‬

‫)‪(CI‬‬ ‫)‪CM‬‬ ‫‪SMED‬‬ ‫)‪(5S‬‬ ‫)‪TPM‬‬

‫ﺍﳉﺪﻭﻟﻴﺔ‬ ‫ﺍﶈﺴﻮﺑﺔ‬ ‫‪R²‬‬ ‫ﺍﳌﺘﻐﲑ ﺍﳌﻌﺘﻤﺪ ‪Bo‬‬

‫‪B5‬‬ ‫‪B4‬‬ ‫‪B3‬‬ ‫‪B2‬‬ ‫‪B1‬‬

‫‪SCA‬‬
‫‪0. 331 0.289 0.163 0.137 0.275 0.8‬‬
‫‪34.106 0.533‬‬
‫)‪(3.656) (2.123) (1.692) (4.794) (2.103‬‬
‫‪N= 40‬‬ ‫ﺍﳌﺼﺪﺭ‪ :‬ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﺍﳊﺎﺳﺒﺔ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫‪*P < 0.05‬‬
‫)‪df (5,33‬‬ ‫) ( ﻳﺸﲑ ﺇﱃ ﻗﻴﻤﺔ ‪ t‬ﺍﶈﺴﻮﺑﺔ‬
‫ﺗﺸﲑ ﻧﺘﺎﺋﺞ ﲢﻠﻴﻞ ﺍﻻﳓﺪﺍﺭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ ﺇﱃ ﻭﺟﻮﺩ ﺗﺄﺛﲑ ﻣﻌﻨﻮﻱ ﻟﻜﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ‬
‫ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ ،‬ﺇﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ )‪ (F‬ﺍﶈﺴﻮﺑﺔ )‪ (34.106‬ﻭﻫﻲ ﺃﻋﻠﻰ ﻣﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ ﻭﺍﻟﺒﺎﻟﻐﺔ )‪ (4.00‬ﻋﻨﺪ‬
‫ﺩﺭﺟﱵ ﺣﺮﻳﺔ )‪ .،(5,33‬ﻭﻣﻦ ﺧﻼﻝ ﻣﺘﺎﺑﻌﺔ ﻣﻌﺎﻣﻼﺕ )‪ (B‬ﻭﺍﺧﺘﺒﺎﺭ )‪ (T‬ﳍﺎ ﺗﺒﲔ ﺃﻥ ﺃﻋﻠﻰ ﻣﺮﺗﻜﺰ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺄﺛﲑ ﻛﺎﻥ ﻣﺮﺗﻜﺰ‬
‫ﺗﻨﻈﻴﻢ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ )‪ (T‬ﺍﶈﺴﻮﺑﺔ )‪ (4.794‬ﻭﻫﻲ ﺃﻋﻠﻰ ﻣﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ ﺍﻟﺒﺎﻟﻐﺔ )‪(1.684‬‬
‫ﻋﻨﺪ ﺩﺭﺟﻲ ﺣﺮﻳﺔ )‪ . (5,33‬ﰲ ﺣﲔ ﺣﻞ ﻣﺮﺗﻜﺰ ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﺛﺎﻧﻴﹰﺎ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺄﺛﲑ ‪ ،‬ﺍﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ )‪ (T‬ﺍﶈﺴﻮﺑﺔ‬
‫)‪ (3.656‬ﻭﻫﻲ ﺃﻋﻠﻰ ﻣﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ ﺍﻟﺒﺎﻟﻐﺔ )‪ (1.684‬ﻋﻨﺪ ﺩﺭﺟﻲ ﺣﺮﻳﺔ )‪ . (5,33‬ﻭﺟﺎﺀ ﻣﺮﺗﻜﺰﻱ ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ‬
‫ﻭﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ ﻋﻠﻰ ﺍﻟﺘﻮﺍﱄ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺄﺛﲑ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪ ،‬ﺍﺫ ﺑﻠﻐﺖ ﻗﻴﻤﺔ )‪ (T‬ﺍﶈﺴﻮﺑﺔ ﻟﻜﻞ ﻣﺮﺗﻜﺰ‬
‫)‪ (2.103) (2.123‬ﻭﻫﻲ ﺃﻋﻠﻰ ﻣﻦ ﻗﻴﻤﺘﻬﺎ ﺍﳉﺪﻭﻟﻴﺔ ﺍﻟﺒﺎﻟﻐﺔ )‪ (1.684‬ﻋﻠﻰ ﺍﻟﺘﻮﺍﱄ ﻋﻨﺪ ﺩﺭﺟﻲ ﺣﺮﻳﺔ )‪ . (5,33‬ﻭﺣﻞ‬
‫ﻣﺮﺗﻜﺰ ﺍﻹﻋﺪﺍﺩ ‪/‬ﺍﻟﺘﻐﲑ ﺍﻟﺴﺮﻳﻊ ﺃﺧﲑﹰﺍ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺄﺛﲑ‪ .‬ﻭﺑﺬﻟﻚ ﲢﻘﻘﺖ ﺍﻟﻔﺮﺿﻴﺎﺕ ﺍﻟﻔﺮﻋﻴﺔ ﺍﳌﻨﺒﺜﻘﺔ ﻋﻦ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﺜﺎﻧﻴﺔ ‪.‬‬
‫ﺍﻟﻔﺼﻞ ﺍﻟﺮﺍﺑﻊ‬
‫ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﻭﺍﳌﻘﺘﺮﺣﺎﺕ‬
‫ﺃﻭ ﹰﻻ‪ -‬ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ‬
‫ﲢﻘﻖ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﻣﻌﻨﻮﻳﺔ ﻣﻮﺟﺒﺔ ﺑﲔ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳎﺘﻤﻌﺔ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ‬ ‫‪.1‬‬
‫ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﰎ ﺗﺄﺷﲑﻩ ﻣﻦ ﺧﻼﻝ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ‪.‬‬
‫ﲢﻘﻖ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺍﺭﺗﺒﺎﻁ ﻣﻌﻨﻮﻳﺔ ﻣﻮﺟﺒﺔ ﺑﲔ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﺑﺸﻜﻞ ﻣﻨﻔﺮﺩ ﻭﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻭﻫﺬﺍ ﻣﺎ ﰎ‬ ‫‪.2‬‬
‫ﺗﺄﺷﲑﻩ ﻣﻦ ﺧﻼﻝ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ‪ ،‬ﺍﺫ ﺍﺣﺘﻞ ﻣﺮﺗﻜﺰ ﺗﻨﻈﻴﻢ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ ﺍﳌﺮﻛﺰ ﺍﻷﻭﻝ ﻣﻦ ﺑﲔ ﺍﳌﺮﺗﻜﺰﺍﺕ ﻣﻦ ﺣﻴﺚ ﻗﻮﺓ‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﺍﻻﺭﺗﺒﺎﻁ ﺑﺎﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪ ،‬ﻭﻫﺬﺍ ﻳﻌﲏ ﺇﻥ ﺍﻟﺘﻨﻈﻴﻢ ﺍﻟﺴﻠﻴﻢ ﻟﺒﻴﺌﺔ ﺍﻟﻌﻤﻞ ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺎﺕ ﺍﻟﻔﺮﺯ ﻭﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻟﺘﺮﺗﻴﺐ‬
‫ﻭﺍﻟﺘﻨﻈﻴﻒ ﻭﺍﻟﺼﻴﺎﻧﺔ ﻭﺍﻻﻧﻀﺒﺎﻁ ﻭﻋﻠﻰ ﳓﻮ ﻣﺴﺘﻤﺮ ﻳﺴﻬﻢ ﻭﺑﺸﻜﻞ ﻓﺎﻋﻞ ﰲ ﲢﻘﻴﻖ ﺍﻧﺴﺎﻳﺒﺔ ﰲ ﺍﻟﻌﻤﻞ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ ﺑﺸﻜﻞ ﺟﻴﺪ ﻭﻫﺬﺍ ﻳﺆﺩﻱ ﺇﱃ ﺗﺼﻨﻴﻊ ﻣﻨﺘﺠﺎﺕ ﺫﺍﺕ ﻣﺴﺘﻮﻯ ﺟﻮﺩﺓ ﻣﻨﺎﺳﺐ ﻭﺑﻜﻠﻔﺔ ﻣﻨﺎﺳﺒﺔ ﻭﺑﺎﻟﺘﺎﱄ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ ‪.‬‬
‫ﲢﻘﻖ ﻭﺟﻮﺩ ﺗﺄﺛﲑ ﻣﻌﻨﻮﻱ ﳌﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﳎﺘﻤﻌﺔ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪ ،‬ﻭﻫﺬﺍ ﻳﺸﲑ ﻭﺑﺸﻜﻞ ﺻﺮﻳﺢ ﺇﱃ ﺃﻥ‬ ‫‪.3‬‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﺴﻌﻰ ﺇﱃ ﺗﻄﺒﻴﻖ ﻫﺬﻩ ﺍﳌﺮﺗﻜﺰﺍﺕ ﺑﺸﻜﻞ ﺟﻴﺪ ﻭﻋﻠﻰ ﳓﻮ ﻣﺴﺘﻤﺮ ﺑﺎﻟﺘﺄﻛﻴﺪ ﺳﻮﻑ ﻳﻜﻮﻥ ﻟﺪﻳﻬﺎ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻖ‬
‫ﻼ ﻋﻦ ﺍﻣﺘﻼﻛﻬﺎ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﺳﺘﺪﺍﻣﺔ ﻫﺬﻩ ﺍﳌﺰﺍﻳﺎ ‪.‬‬
‫ﻣﺰﺍﻳﺎﻫﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪ ،‬ﻓﻀ ﹰ‬
‫ﲢﻘﻖ ﻭﺟﻮﺩ ﺗﺄﺛﲑ ﻣﻌﻨﻮﻱ ﻟﻜﻞ ﻣﺮﺗﻜﺰ ﻣﻦ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻥ ﺍﺫ ﺣﻞ ﻣﺮﺗﻜﺰﻱ ﺗﻨﻈﻴﻢ‬ ‫‪.4‬‬
‫ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ ﺃﻭﻻ ﻭﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ﰲ ﺍﳌﺮﻛﺰ ﺍﻟﺜﺎﱐ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺄﺛﲑ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻭﻫﺬﺍ ﻳﺪﻋﻢ ﻧﺘﺎﺋﺞ ﲢﻠﻴﻞ ﺍﻻﺭﺗﺒﺎﻁ ‪،‬‬

‫ﺛﺎﻧﻴﹰﺎ‪ -‬ﺍﳌﻘﺘﺮﺣﺎﺕ‪ :‬ﺑﻌﺪ ﺃﻥ ﰎ ﻋﺮﺽ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﺍﻟﱵ ﺗﻮﺻﻞ ﺇﻟﻴﻬﺎ ﺍﻟﺒﺤﺚ ﻻﺑﺪ ﻣﻦ ﺗﻘﺪﱘ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻘﺘﺮﺣﺎﺕ ﺍﻟﱵ ﻗﺪ ﺗﺴﻬﻢ‬
‫ﰲ ﻣﺴﺎﻋﺪﺓ ﺍﳌﻨﻈﻤﺔ ﺍﳌﺒﺤﻮﺛﺔ ﳓﻮ ﺍﻣﺘﻼﻛﻬﺎ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ‪ ،‬ﻭ ﻣﻦ ﺑﲔ ﻫﺬﻩ ﺍﳌﻘﺘﺮﺣﺎﺕ ‪:‬‬
‫ﻳﻘﺘﺮﺡ ﺍﻟﺒﺎﺣﺜﺎﻥ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻟﺸﺮﻛﺔ ﺗﺒﲏ ﺍﻟﺘﻄﺒﻴﻖ ﺍﳉﻴﺪ ﻭﺍﻟﺴﻠﻴﻢ ﻟﻔﻠﺴﻔﺔ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺿﻤﺎﻥ ﳒﺎﺡ ﻫﺬﻩ ﺍﻟﺘﻄﺒﻴﻖ‬ ‫‪.1‬‬
‫ﳌﺎ ﻟﻪ ﻣﻦ ﺍﺛﺮ ﻛﺒﲑ ﰲ ﺍﺳﺘﺪﺍﻣﺔ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ‪.‬‬
‫ﺣﺚ ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﺿﺮﻭﺭﺓ ﻧﺸﺮ ﻓﻠﺴﻔﺔ ﺇﺯﺍﻟﺔ ﺍﳍﺪﺭ ﺑﻜﻞ ﺃﻧﻮﺍﻋﻪ ﺑﲔ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﻭﰲ ﲨﻴﻊ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫‪.2‬‬
‫ﻭﺍﻟﺒﺤﺚ ﻋﻦ ﻣﺴﺒﺒﺎ‪‬ﺎ ﻭﻣﻦ ﰒ ﲢﻠﻴﻞ ﻫﺬﻩ ﺍﻷﺳﺒﺎﺏ ﻭﺻﻮ ﹰﻻ ﺇﱃ ﺇﺯﺍﻟﺔ ﺍﳍﺪﺭ ﻟﺘﺤﻘﻴﻖ ﳐﺮﺟﺎﺕ ﺫﺍﺕ ﻗﻴﻤﺔ ﻛﺒﲑﺓ ﻭﻫﺪﺭ ﺻﻔﺮﻱ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ ﻗﻴﺪ ﺍﻟﺒﺤﺚ‪.‬‬
‫ﺣﺚ ﺍﳌﻨﻈﻤﺔ ﻋﻠﻰ ﺩﺭﺍﺳﺔ ﲡﺎﺭﺏ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ ﺍﻟﱵ ﳒﺤﺖ ﰲ ﺗﻄﺒﻴﻖ ﺍﻟﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻘﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻧﺘﺎﺋﺞ ﲡﺎﺭ‪‬ﺎ ﻣﻦ ﺍﺟﻞ‬ ‫‪.3‬‬
‫ﺍﺧﺬ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺗﻜﻴﻴﻔﻬﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ ﻳﻼﺋﻢ ﺑﻴﺌﺔ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﻌﺮﺍﻗﻴﺔ ﻋﺎﻣ ﹰﺔ ﻭﺑﻴﺌﺔ ﳏﺎﻓﻈﺔ ﻧﻴﻨﻮﻯ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ ‪.‬‬
‫ﺃﻇﻬﺮﺕ ﻧﺘﺎﺋﺞ ﺍﻟﺘﺤﻠﻴﻞ ﺃﻥ ﺃﻛﺜﺮ ﻣﺮﺗﻜﺰ ﺍﺛﺮ ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻛﺎﻥ ﻣﺮﺗﻜﺰ ﺗﻨﻈﻴﻢ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ‪ ،‬ﻟﺬﺍ ﻳﻘﺘﺮﺡ ﺍﻟﺒﺎﺣﺜﺎﻥ‬ ‫‪.4‬‬
‫ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻟﺸﺮﻛﺔ ﺃﻥ ﺗﻮﱄ ﺍﻫﺘﻤﺎﻡ ﺃﻛﺜﺮ ﺑﺒﺎﻗﻲ ﺍﳌﺮﺗﻜﺰﺍﺕ )ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ ‪ ،‬ﺍﻟﺘﺼﻨﻴﻊ ﺍﳋﻠﻮﻱ ‪ ،‬ﺍﻟﺘﺤﺴﲔ ﺍﳌﺴﺘﻤﺮ ‪ ،‬ﺍﻟﺘﻐﲑ‬
‫‪/‬ﺍﻹﻋﺪﺍﺩ ﺍﻟﺴﺮﻳﻊ ( ﺍﻟﱵ ﺗﺴﻬﻢ ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﲢﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ ﺍﻟﻜﺎﻣﻞ ﰲ ﻋﻤﻠﻴﺔ ﺗﻄﺒﻴﻖ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‪.‬‬
‫ﺗﻌﺰﻳﺰ ﺗﻄﺒﻴﻖ ﻣﺮﺗﻜﺰ ﺗﻨﻈﻴﻢ ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﳓﻮ ﺷﺎﻣﻞ ﰲ ﲨﻴﻊ ﺇﳓﺎﺀ ﺍﳌﻨﻈﻤﺔ ﳌﺎ ﻟﻪ ﻣﻦ ﺩﻭﺭ ﰲ ﲢﻘﻴﻖ ﺍﻟﺘﺮﺗﻴﺐ ﻭﺍﻟﺘﻨﻈﻴﻢ ﳌﻮﺍﻗﻊ‬ ‫‪.5‬‬
‫ﻼ ﻋﻦ ﺍﳌﺴﺎﳘﺔ ﺑﺸﻜﻞ ﻓﺎﻋﻞ ﰲ ﺿﻤﺎﻥ ﺇﻧﺘﺎﺝ ﻣﻨﺘﺠﺎﺕ ﺫﺍﺕ ﺟﻮﺩﺓ ﻣﻨﺎﺳﺒﺔ ‪.‬‬
‫ﺍﻟﻌﻤﻞ ﻭﲢﻘﻴﻖ ﺍﻧﺴﻴﺎﺑﻴﺔ ﰲ ﺍﻟﻌﻤﻞ ﻓﻀ ﹰ‬
‫ﻳﻨﺼﺢ ﺍﻟﺒﺎﺣﺜﺎﻥ ﺍﻟﺸﺮﻛﺔ ﺃﻥ ﺗﻌﻤﻞ ﻋﻠﻰ ﺇﳚﺎﺩ ﺁﻟﻴﺔ ﺗﻌﺎﻭﻥ ﺑﻴﻨﻬﺎ ﻭﺑﲔ ﺍﻟﻜﺎﺩﺭ ﺍﻟﺘﺪﺭﻳﺴﻲ ﰲ ﺟﺎﻣﻌﺔ ﺍﳌﻮﺻﻞ ﻣﻦ ﺫﻭﻱ ﺍﻻﺧﺘﺼﺎﺹ‬ ‫‪.6‬‬
‫ﻼ ﻋﻦ ﺍﻻﺗﻔﺎﻕ ﻣﻌﻬﻢ ﻋﻠﻰ ﺿﺮﻭﺭﺓ ﺍﻟﻘﻴﺎﻡ ﺑﺈﻋﺪﺍﺩ ﺑﺮﺍﻣﺞ‬
‫ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ )ﻧﻈﻢ ﺍﻟﺘﺼﻨﻴﻊ ﺍﳊﺪﻳﺜﺔ( ﻣﻦ ﺍﺟﻞ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺧﱪﺍ‪‬ﻢ ﻥ ﻓﻀ ﹰ‬
‫ﺗﺪﺭﻳﺒﻴﺔ ﻣﺘﻄﻮﺭﺓ ﰲ ﳎﺎﻝ ﻧﻈﻢ ﺍﻟﺘﺼﻨﻴﻊ ﺍﳊﺪﻳﺜﺔ ﻭﺑﺎﻷﺧﺺ ﻧﻈﺎﻡ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ‬

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 ‫ﺩﻭﺭ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﰲ ﲢﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‪ /‬ﺩﺭﺍﺳﺔ ﲢﻠﻴﻠﻴﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ ﰲ ﻧﻴﻨﻮﻯ‬

‫ﻗﺎﺋﻤﺔ ﺍﳌﺼﺎﺩﺭ‬
‫ﺃﻭ ﹰﻻ‪ :‬ﺍﳌﺼﺎﺩﺭ ﺍﻟﻌﺮﺑﻴﺔ‬
‫ﺍﳉﺒﻮﺭﻱ‪ ,‬ﻣﻴﺴﺮ ﺇﺑﺮﺍﻫﻴﻢ ﺃﲪﺪ‪ " ,2008 ,‬ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ "‪ ،‬ﻁ‪ ،1‬ﺩﺍﺭ ﺍﺑﻦ ﺍﻷﺛﲑ ﻟﻠﻄﺒﺎﻋﺔ ﻭﺍﻟﻨﺸﺮ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﳌﻮﺻﻞ‪ ،‬ﺍﻟﻌﺮﺍﻕ‬ ‫‪.1‬‬
‫‪.‬‬
‫ﺍﻟﺰﻋﺎﻧﲔ ‪ ،‬ﻋﺎﺻﻢ ﻓﺎﻳﺰ ‪" ، 2010 ،‬ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺪﻭﺍﺋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ ﻭﺍﺛﺮﻫﺎ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺍﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ‬ ‫‪.2‬‬
‫ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ ﺍﻟﺰﺑﻮﻥ ﰲ ﻗﻄﺎﻉ ﻏﺰﺓ"‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﰲ ﺍﺩﺍﺭﺓ ﺍﻻﻋﻤﺎﻝ ﻏﲑ ﻣﻨﺸﻮﺭﺓ ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ ‪ ،‬ﺍﳉﺎﻣﻌﺔ ﺍﻻﺳﻼﻣﻴﺔ ﰲ‬
‫ﻏﺰﺓ ‪ ،‬ﻏﺰﺓ ‪ ،‬ﻓﻠﺴﻄﲔ‪.‬‬
‫ﺍﻟﺴﻤﺎﻥ ‪ ،‬ﺛﺎﺋﺮ ﺍﲪﺪ ﺳﻌﺪﻭﻥ ‪ " ، 2008 ،‬ﺍﻟﺘﻜﺎﻣﻞ ﺑﲔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﻔﻌ‪‬ﺎﻝ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﻭﺃﺛﺮﳘﺎ ﰲ‬ ‫‪.3‬‬
‫ﺗﻌﺰﻳﺰ ﺍﻷﺩﺍﺀ ﺍﻟﻌﻤﻠﻴﺎﰐ ﺩﺭﺍﺳﺔ ﺗﻄﺒﻴﻘﻴﺔ ﰲ ﳎﻤﻮﻋﺔ ﳐﺘﺎﺭﺓ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﰲ ﻣﺪﻳﻨﺔ ﺍﳌﻮﺻﻞ "‪ ،‬ﺍﻃﺮﻭﺣﺔ ﺩﻛﺘﻮﺭﺍﻩ ﰲ ﺍﺩﺍﺭﺓ‬
‫ﺍﻻﻋﻤﺎﻝ ﻏﲑ ﻣﻨﺸﻮﺭﺓ ‪ ،‬ﻛﻠﻴﺔ ﺍﻻﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ ‪ ،‬ﺟﺎﻣﻌﺔ ﺍﳌﻮﺻﻞ ‪ ،‬ﺍﳌﻮﺻﻞ ‪ ،‬ﺍﻟﻌﺮﺍﻕ‪.‬‬
‫ﺍﻟﻜﻴﻜﻲ ‪ ،‬ﻏﺎﱎ ﳏﻤﻮﺩ ﺍﲪﺪ ‪" ، 2011 ،‬ﲢﺴﲔ ﻣﻌﻮﻟﻴﺔ ﺍﳌﹸﻌﺪﺓ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺼﻴﺎﻧﺔ ﺍﳌﻨﺘﺠﺔ ﺍﻟﺸﺎﻣﻠﺔ"‪ ،‬ﺍ‪‬ﻠﺔ ﺍﻟﻌﺮﺍﻗﻴﺔ‬ ‫‪.4‬‬
‫ﻟﻠﻌﻠﻮﻡ ﺍﻻﺩﺍﺭﻳﺔ ‪ ،‬ﺍﻟﻌﺪﺩ ﺍﻟﺴﺎﺑﻊ ﻥ ﻛﻠﻴﺔ ﺍﻻﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ ‪ ،‬ﺟﺎﻣﻌﺔ ﻛﺮﺑﻼﺀ ‪ ،‬ﻛﺮﺑﻼﺀ ‪ ،‬ﺍﻟﻌﺮﺍﻕ ‪.‬‬
‫ﺍﳌﺴﻌﻮﺩﻱ ‪ ،‬ﳏﻤﺪ ﺍﺻﺒﻊ ﺑﻜﺎﻝ ‪" ، 2007 ،‬ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻣﻘﺪﺭﺍﺕ ﺍﻻﺑﺪﺍﻉ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺳﻠﻮﻛﻴﺎﺕ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺘﺤﻮﻳﻠﻴﺔ ﻭﺍﺛﺮﳘﺎ‬ ‫‪.5‬‬
‫ﰲ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ" ‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﰲ ﻏﲑ ﻣﻨﺸﻮﺭﺓ ‪ ،‬ﻛﻠﻴﺔ ﺍﻻﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ ‪ ،‬ﺟﺎﻣﻌﺔ ﺑﻐﺪﺍﺩ ‪ ،‬ﺑﻐﺪﺍﺩ ‪ ،‬ﺍﻟﻌﺮﺍﻕ‪.‬‬
‫ﺍﻟﻨﻌﻤﺔ ‪ ،‬ﻣﻌﺘﺼﻢ ﻫﻮﺩ ‪ "، 2007 ،‬ﺩﻭﺭ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﻔﻜﺮﻱ ﰲ ﺇﻣﻜﺎﻧﻴﺔ ﺇﻗﺎﻣﺔ ﻣﺮﺗﻜﺰﺍﺕ ﺍﻟﺘﺼﻨﻴﻊ ﺍﻟﺮﺷﻴﻖ ﺩﺭﺍﺳﺔ ﺍﺳﺘﻄﻼﻋﻴﺔ‬ ‫‪.6‬‬
‫ﰲ ﻋﻴﻨﺔ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﰲ ﳏﺎﻓﻈﺔ ﻧﻴﻨﻮﻯ "‪ ،‬ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﲑ ﰲ ﺍﻻﺩﺍﺭﺓ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻏﲑ ﻣﻨﺸﻮﺭﺓ ‪ ،‬ﻛﻠﻴﺔ ﺍﻻﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ‬
‫‪ ،‬ﺟﺎﻣﻌﺔ ﺍﳌﻮﺻﻞ ‪ ،‬ﺍﳌﻮﺻﻞ ‪ ،‬ﺍﻟﻌﺮﺍﻕ‪.‬‬

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