| 摘要: | 隨著中國改革開放邁入第43年，中國已然成為世界工廠，同時也是世界的消費大國，在GDP不斷的成長過程中，也開始影響著製造型企業的營運成本，如用工成本高、管理成本高、環保要求日趨嚴格、客戶需求多樣化、客製化等，再加上2018年的中美貿易摩擦及2020年的COVID-19的影響，傳統的代工產業面臨著轉型升級的迫切性。
本研究選擇個案T 公司碳纖維自行車車架代工為研究對象，深入分析個案T 公司2016~2019年轉型升級歷程，其中包含兩個部分：一是組織策略的擬定與選擇；二是精實營運管理的計劃與落實；藉由此分析了解個案公司的競爭環境與市場狀況，並藉由轉型升級的歷程重新審視公司策略與生產策略及精實營運管理之關聯性，分析過程中執行的優點與缺點，可有效更深入地規劃未來的策略方向與運營計劃。
回顧個案T公司2016~2019年轉型升級歷程，在策略方面進行三層拆解：從公司策略拆解至事業策略，再從事業策略拆解至功能性策略（生產策略），生產策略擬定兩大學習核心TPM & TPS的訓練與落地輔導，及五大改善模塊的執行，並經過四個階段的反復學習與運用，藉以提升個案公司之轉型升級效益。
本研究綜合個案公司之策略規劃與精實運營專案推動之次級資料，並與主要推動核心幹部深入訪談，做出以下結論：1.把握商機，規劃五年發展策略；2.轉型升級，提升競爭優勢；3.精實落地，夯實運營管理；4.團隊凝聚，授權賦權賦能；
本研究針對個案T公司提出實務上的四項建議包括: 1.策略構面，建議個案公司在策略方面細化策略地圖，在客戶構面強化客戶價值的創造，在流程構面持續導入創新與精實營運。2.組織構面，建議未來可推動『組織變革』與落實授權、賦權機制，簡化流程提高管理效率。3.人才構面，建議人資未來可以提升為策略型的人力資源。4.文化構面，建議推動以經營為核心的管理文化，所謂的經營就是，以客戶為核心，而客戶的核心即是產品，在創造客戶價值的同時，也創造企業的利潤。;As China enters its 43rd year of reform and opening up, China has become the world’s factory and a major consumer country in the world. In the process of continuous GDP growth, it has also begun to affect the operating costs of manufacturing enterprises, such as high labor costs and management costs. High, stricter environmental protection requirements, diversification of customer needs, customization, etc., coupled with the impact of the Sino-US trade friction in 2018 and the impact of COVID-19 in 2020, the traditional foundry industry is facing the urgency of transformation and upgrading.
This study selects the case of carbon fiber bicycle frame OEM T company as the research object, and in-depth analysis of T company’s transformation and upgrading process from 2016 to 2019, which contains two parts: one is the formulation and selection of organizational strategies; the other is planning and implementation of Lean Operation Management. Through this study, we planned to understand the competitive environment and market conditions of the T company, as well as re-examine the relevance among T company’s strategy, production strategy and lean operation management through the process of transformation and upgrading. By analyzing the advantages and disadvantages of the strategy implementation process, could help to effectively give in-depth plan to the future strategic direction and operation plan.
Looking back on the transformation and upgrading process of T company from 2016 to 2019, we conducted three-level dismantling in terms of strategy: from dismantling company strategy to business strategy, and then dismantling from business strategy to functional strategy (production strategy). The production strategy formulating two major learning cores are TPM & TPS training, fundamental coaching and five improvement modules implementation. The main purpose is to enhance the benefits of T company’s transformation and upgrading via four stages of repeated learning and application mentioned in the following.
This study synthesizes the secondary data of the case company’s strategic planning and lean operation project promotion, and in-depth interviews with the core cadres. The interview conducted have following conclusions: 1. Seize business opportunities and plan a five-year development strategy; 2. Transform and upgrade, and improve Competitive advantages; 3. Lean production implementation, consolidate operation management; 4. Team cohesion, empowerment and empowerment;
The four practical proposals of this research for the T company include: 1. Suggestion that the case company refine the strategy map in the strategic aspect. Strengthen the creation of customer value in the customer aspect, and continue to introduce innovation and lean operation in the process aspect. 2. From an organizational aspect, the second proposal is to promote "organizational change" and implement authorization and empowerment mechanisms, which to simplify processes and improve management efficiency. 3. In terms of talents, it is recommended that human resources can be upgraded to strategic human resources in the future. 4. From the organization culture aspects, it is recommended to promote a management culture by taking operations as the core value. The so-called operation is to take the customer as the core, and the core of the customer is the product. While creating customer value, it also creates corporate profits. |
