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本文分章对多个相关于本企业的重大问题，进行探索
第二章，通过对纺织业转型升级的现状、内涵、方向、路径
的研究分析，针对企业存在的主要问题，结合国内两个企业转型
升级的成功案例，对公司的转型升级提出了从产业转移，产品结
构调整实施管理创新，技术升级的初步框架
第三章，探索了本企业在当前的形势下，如何实施“走出去”
战略的重要问题。越南有较多的政策优势，原料成本，人工成本
和电力成本有较大的空间，更重要的是未来的市场有巨大的增长
预期，美国、日本等 TPP 成员国纺织品的需求将极大增加越南纺
织品的市场竞争力，越南未来一段时间将成为外国投资的热点
第四章，从卓越绩效项目的原理与功能着手分析，强调了对企业
管理层面“领导、战略、顾客和市场、测量分析改进、人力资源、摘要
III
过程管理、经营结果”等七个方面的绩效评价与改进对企业发展
的重要性。通过对实施卓越绩效项目进行了策划，成立组织领导、
确定推进的方式、明确管理层及部门职责、确定关键绩效指标及
中、长期要达到的目标、组建自评小组并明确责任分工、制定自
评计划及改进方案，通过持续改进逐步实现由优秀向卓越的跨越，
经营绩效持续改善
第五章，明确技术升级和产品创新是转型升级的重要手段，
对关键设备的改造和引进新型涡流纺技术做了分析。对实施产品
结构调整明确了方向，目标和计划，并对实施后可能的效果做了
分析，最后通过一个本人直接参与技术改进案例的全过程分析和
攻关，减少了质量问题的发生，提高了客户的满意度。是一项值
得行业推广和借鉴的工作
全文根据企业目前的现状提出了转型升级的思路，并对转型
升级三个路径做了比较分析，提出卓越绩效项目可作为首选路径，
技术升级和产品创新作为重要路径根据企业的资源情况分步实
施，“走出去”可作为企业未来十三五规划的思考。摘要
IV
关键词：企业转型升级 海外建厂 卓越管理 质量技术攻关 技术
升级与产品创新Abstract
I
THE PATH & PRACTICE OF TRANSITION UPGRADING OF
YUEDA COTTON SPINNING CO.
ABSTRACT
As one of the senior administrative staff of the enterprise (Yueda cotton spinning co.)
discussed in this thesis, I take the exploring & decision responsibility about the enterprise
development direction; and meantime as the principal of production and quality, I am mainly
responsible for the performance excellence management and quality management. In this
thesis, I started from the analysis on important strategy hidden danger about cost increasing
and profit decreasing that the enterprise will face during the development, discovered the
strategic problem about building new factory in Vietnam and schemed the general planning
about factory building. This strategy is the important step and thinking of promoting the
enterprise transition to optimal integration of global sources. The pursue of enterprise
excellent performance, currently is the common cause of all the domestic enterprises which
are seeking to upgrade; the proposal of ring-upon-ring identifying gap from top to bottom,
proceeding the systematic goal setting and keeping continuous improvement, are not only
the requirements of performance excellence management, but also an innovative
management measure. I proposed detailed direction, planning and methods about technical
upgrading and production innovation. In the end, through the exploration of the quality &
technological breakthrough of “cross rail” which is a common problem in the international
spinning industry, in the enterprise I summarized a seven-step quality problem improvementAbstract
II
method of “confirming the problem, forming the breakthrough team, determining the
breakthrough target, analyzing the cause, confirming the essential factor, planning the
countermeasure and consolidating the measure”. To specify the related measures into the
standard operation procedure and to strictly control is the essence of management which is
worth borrowing and promoting.
This thesis will explore several important problems related to our company by chapter.
In chapter two, through the research and analysis on the current situation, connotation,
direction and method of textile industry transition and upgrading, aiming to the main
problem enterprise exists, and referring to the successful case of two domestic enterprises, I
proposed a primary framework about industrial transfer, product structure adjustment,
management innovation and technology upgrading for the company transition and
upgrading.
In chapter three, it explores how to carry out the “go-out” strategy in the current
situation. Vietnam has more policy advantages, material cost, labor cost and energy cost
have bigger space, what more important is that its future market has super increasing
prospect. The requirement of the TPP members such as USA, Japan will highly increase the
market competitive of Vietnam textile industry, and Vietnam will be hot for the overseas
investment in the future period.
In chapter four, starting the analysis with the principle and function of excellent
performance project, it emphasizes the importance to the enterprise development of carrying
out the performance evaluation and improvement on seven aspects of “leadership, strategy,
customer & market, measure analysis & improvement, HR, process management andAbstract
III
operation result”. Through the scheming of excellent performance project carry-out, it
founds the leader ship, confirms the promoting way, specifies the function of leadership and
departments, confirms the middle and long term targets, found the self-assessment team and
clear the responsibility, makes the self-assessment plan and improvement program. It will
gradually achieve the crossing from good to excellent by continuous improvement, and
continually improves the operation performance.
In chapter five, it clears that technical upgrading and product innovation are the
important method of transition upgrading, and makes the analysis on the remold of key
equipment and new vortex spinning technology import. It specifies the direction, target and
plan of product structure adjustment, and analyzes the possible effect after carry-out. At the
end, through the whole process analysis and problem tackle of a technological improvement
case which I took part in, it decreased the quality problems and improved customer
satisfaction. It is a work worth promoting and taking example in the industry.
In short, the whole thesis proposes the transition upgrading idea based on the enterprise
current situation, and makes a compare analysis on three methods of transition upgrading;
Put forward that the project of excellent performance can be the preferred path, and
technology upgrading and product innovation as an important path according to the resource
situation of enterprises step by step implementation. Going out can be a thinking of an
enterprise in the future 13th Five-Year planning.
(EMBA)
Supervised by _________Abstract
IV
Keywords: enterprise transition upgrading; overseas factory building; performance
excellence management; quality technical breakthrough; technical upgrading and product
innovation东华大学工商管理硕士学位论文
- V -
目录
摘 要...........
Abstract ....... I
目 录..........V
第一章 绪论...........1
1.1 研究背景 ...........1
1.2 研究目的 ...........2
1.3 研究思路和研究方法 ...3
1.3.1 研究思路 ......3
1.3.2 研究方法 ......3
1.4 研究的创新点 ...4
第二章 相关理论研究及转型升级可选策略分析...........5
2.1 定义：企业转型升级 ...5
2.1.1 国外企业转型升级的相关研究 ......5
2.1.2 国内企业转型升级的相关研究 ......6
2.1.3 企业转型升级的简单评述 ..7
2.2 纺织产业转型升级的研究 .......8
2.2.1 纺织业转型升级的现状 ......8
2.2.2 纺织业转型升级的内涵 ......8
2.2.3 转型方向探索 ..........8
2.2.4 纺织业转型升级的路径 ....11
2.3 悦达棉纺的现状分析 .14
2.3.1 企业现状SWOT分析.........15
2.3.2 企业发展面临的主要问题 16
2.4 国内成功转型的经验借鉴 .....18
2.4.1 天虹纺织集团海外投资实例 ........18
2.4.2 无锡一棉管理创新案例 ....19
2.5 悦达棉纺转型升级的思考 .....20
2.6 本章小结 .........22
第三章 悦达棉纺走出去策略探索.........23
3.1 越南的政治、经济、法律、社会环境分析 .24东华大学工商管理硕士学位论文
- VI -
3.1.1 越南的社会政治环境分析 24
3.1.2 越南的经济环境分析 ........24
3.1.3 越南的自然和社会文化环境分析 25
3.1.4 越南的法律环境分析 ........25
3.1.5 优惠政策与特殊条件分析 25
3.2 建厂规模决策分析 .....26
3.2.1 原料供应分析 ........26
3.2.2 保障条件分析（水、电） 26
3.2.3 人力资源分析 ........26
3.2.4 市场与潜在客户分析 ........26
3.2.5 规模决策 ....26
3.3 投资回报分析 .27
3.4 本章小结 .........28
第四章 卓越绩效管理项目的探索.........29
4.1 卓越绩效项目的功能分析与基础调研 .........29
4.1.1 原理与功能分析 ....29
4.1.2 基础调研，明确问题 ........33
4.2 项目的策划和实施 .....34
4.2.1 项目的策划 34
4.2.2 项目培训与实施 ....35
4.2.3 成果总结与文件化提升 ....36
4.3 主要经营目标和经营结果 .....42
4.3.1 近三年主要目标 ....42
4.3.2 经营结果 ....42
4.4 本章小结 .........44
第五章 技术升级与产品创新策略探索.43
5.1 技术升级的策略探索 .43
5.1.1 关键设备的技术改造 ........43
5.1.2 引进新型纺纱技术 46
5.2 产品创新与开发策略思考 .....47
5.2.1 加快产品结构调整（增加非棉纤维产品的比例） ........48
5.2.2 深挖客户需求，寻找创新思路 ....52
5.2.3 建立新产品协同创新联盟 52东华大学工商管理硕士学位论文
- VII -
5.3 分公司的涡流纺技术攻关案列分析 .53
5.3.1 涡流纺技术难题攻关经验分析 ....53
5.3.2 攻关经验的总结推广 ........63
5.4 本章小结 ........63
第六章 转型升级的路径优选分析及部署.........65
6.1 转型升级路径比较 .....65
6.2 技术创新产品升级的规划 .....66
6.3 下一步转型升级的思考 .........67
6.4 本章小结 .........63
结论...........68
参考文献...70
致谢...........70第一章 绪论
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