借助AI实现卓越运营

<p>像Lean Six Sigma和业务流程管理（BPM）这样的框架之所以最初获得关注，是因为它们承诺在混乱中带来清晰——一种有序的方式来管理混乱、庞大的运营。Lean Six Sigma强调统计严谨性和质量控制；BPM则创建了跨部门工作流程的端到端映射。两者都提供了一种可重复的方式，将测量、分析和问责的习惯嵌入到日常公司文化中。</p> <figure class="wp-block-image size-large is-resized"><a href="https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR-Insights_TP_report_June26-Achieving-operational-excellence-with-AI.pdf" target="_blank" rel=" noreferrer noopener"><img fetchpriority="high" decoding="async" height="2000" width="1555" src="https://wp.technologyreview.com/wp-content/uploads/2026/07/MIT_TP2_2026_V9_Cover.png?w=1555" alt="报告封面图像" class="wp-image-1140062" style="aspect-ratio:0.7778903197800607;width:381px;height:auto" srcset="https://wp.technologyreview.com/wp-content/uploads/2026/07/MIT_TP2_2026_V9_Cover.png 2480w, https://wp.technologyreview.com/wp-content/uploads/2026/07/MIT_TP2_2026_V9_Cover.png?resize=233,300 233w, https://wp.technologyreview.com/wp-content/uploads/2026/07/MIT_TP2_2026_V9_Cover.png?resize=768,988 768w, https://wp.technologyreview.com/wp-content/uploads/2026/07/MIT_TP2_2026_V9_Cover.png?resize=1555,2000 1555w, https://wp.technologyreview.com/wp-content/uploads/2026/07/MIT_TP2_2026_V9_Cover.png?resize=1195,1536 1195w, https://wp.technologyreview.com/wp-content/uploads/2026/07/MIT_TP2_2026_V9_Cover.png?resize=1593,2048 1593w" sizes="(max-width: 1555px) 100vw, 1555px" /></a></figure> <div class="wp-block-buttons is-content-justification-left is-layout-flex wp-container-core-buttons-is-layout-fc4fd283 wp-block-buttons-is-layout-flex"> <div class="wp-block-button has-custom-width wp-block-button__width-auto is-style-fill is-style-fill--1"><a class="wp-block-button__link has-black-color has-text-color has-background has-custom-font-size wp-element-button" href="https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR-Insights_TP_report_June26-Achieving-operational-excellence-with-AI.pdf" style="border-radius:4px;background-color:#9fc9f5;font-size:16px" target="_blank" rel="noreferrer noopener">下载报告</a></div> </div> <p>但如今，随着公司寻求将AI嵌入到已建立的流程卓越方法论中，这些久经考验的策略正在演变。据估计，AI驱动的流程优化市场在未来十年内预计将超过1130亿美元。在一项研究中，高达88%的企业领导者预计在未来12到18个月内增加对AI注入流程智能的投资。</p> <figure class="wp-block-image size-full"><a href="https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR-Insights_TP_report_June26-Achieving-operational-excellence-with-AI.pdf" target="_blank" rel=" noreferrer noopener"><img decoding="async" width="1200" height="675" src="https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR2026_TP2_SocialsStat.png" alt="统计数据图像" class="wp-image-1140063" srcset="https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR2026_TP2_SocialsStat.png 1200w, https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR2026_TP2_SocialsStat.png?resize=300,169 300w, https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR2026_TP2_SocialsStat.png?resize=768,432 768w" sizes="(max-width: 1200px) 100vw, 1200px" /></a></figure> <p>然而，如果没有正确的基础，许多这样的投资可能无法完全发挥其潜力。已经规范运营的公司具有优势。它们可以将新工具引入已证明的系统，而不是将其附加到不稳固的基础上。拥有成熟流程纪律的组织也更有能力将AI的雄心转化为实际成果，因为它们已经习惯了数据驱动的决策和流程纪律——这正是AI系统所需的文化基础，以提供价值。</p> <p>简而言之：AI可以加速流程卓越，但现有的流程卓越才能使AI真正产生影响力。技术和流程不再是独立的杠杆，只有将两者结合起来的组织才能实现两者的全部价值。</p> <p><span style="text-decoration: underline;"><em><a href="https://wp.technologyreview.com/wp-content/uploads/2026/07/MITTR-Insights_TP_report_June26-Achieving-operational-excellence-with-AI.pdf" target="_blank" rel="noreferrer noopener">下载完整报告。</a></em></span></p> <p><em>本内容由《麻省理工科技评论》的自定义内容部门Insights制作。它并非由《麻省理工科技评论》的编辑团队撰写。它由人类作者、编辑、分析师和插画师进行研究、设计和撰写。这包括撰写调查问卷和收集调查数据。可能使用的AI工具仅限于经过严格人工审查的辅助制作流程。</em></p> <p></p>