| dc.description.abstract | 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. | en_US |