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MBA硕士论文_大禹轴承公司服务型制造转型研究DOC

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文本描述
摘要
I
摘要
传统制造业自诞生以来,经历了以机械化大生产为标志的第一次产业革
命,电气化为标志的第二次产业革命,以及信息化、自动化和智能化为标志
的第三次产业革命,呈现出加速发展的趋势。但是,进入 20 世纪中后期,
随着世界经济发展水平的大幅度提高,主要产品的市场供求状况逐步由缺乏
转向饱和,规模化生产和个性化需求这两种互斥力量此消彼长,推动市场逐
步迈入需求导向时代。传统制造业的发展出现了重大变化,西方发达国家开
始从“产品经济”向“服务经济”转变。进入 21 世纪以来,市场需求的全
球化、个性化和多样化趋势更加明显,规模化生产和成本控制已不再是企业
制胜的法宝,传统制造业面临着巨大的挑战和机遇,亟需进行制造模式的调
整和创新,寻求可持续发展的道路

与众多中国制造业企业一样,大禹轴承公司在经过近十年的高速发展之
后,也面临着成本升高、技术落后和环境恶化等诸多不利因素的困扰,企业
的经营业绩和主导产品市场份额逐年下降,技术研发跟不上市场需求,客户
不断提高的服务要求难以满足等重大问题日益突出。这些问题直接导致公司
竞争力下降,订单丢失,经营状况不断恶化,生存和发展出现了重大危机

为此,本文通过对公司发展历程和相关资料的研究,剖析这些重大问题产生
的深层次原因。同时,结合公司的内外部环境和条件,对可供选择的主要发
展战略作了详细比较,包括低成本低价格竞争战略、定位于中高端产品战略
和服务型制造战略。最后,在对转型的必要性、前提条件和相关风险进行深
入分析之后,对公司选择服务型制造战略有了深刻理解和认知。摘要
II
在向服务型制造转型的具体过程中,大禹轴承公司不仅采取了细分和优
化产品制造和服务流程、提升技术研发的前瞻性和主导性、深挖服务内涵和
扩展服务范围等重要转型措施,同时为了确保转型成功,针对转型过程中存
在的突出问题和风险,还采取了相应的保障措施,即对企业文化和规章制度、
组织架构和人员、绩效考核方法和内容等进行了大幅度调整。通过大力推行
这些转型措施和保障措施,使得公司向服务型制造转型取得了阶段性成果,
一方面向客户提供覆盖产品全生命周期的服务,延长了价值链,增强了创收
和盈利能力;另一方面与配套商在相互协作中整合资源,增强了整体创新能
力和市场竞争力

本文的研究思路是,以服务型制造及转型理论作为指导,分析大禹轴承
公司的发展历程和存在的主要问题,剖析这些问题背后的内外部原因,探讨
公司选择服务型制造战略的背景,研究公司采取的主要转型措施和保障措施
,最后对公司转型的效果进行评价,进而总结并提出向深度转型的建议

本文的研究成果包括:首先,通过对大禹轴承公司服务型制造转型的案
例研究,分析其转型过程、转型措施和保障措施,评价其转型效果,为该公
司制造模式转型提供必要的理论支持;其次,以单个零部件制造企业的案例
研究,为众多零部件制造企业向服务型制造转型提供有益的借鉴和参考;最
后,有助于丰富服务型制造转型理论的研究内容和对象,在其他学者对
APPLE、海尔等成功转型的终端产品制造企业的理论研究基础上,补充转型
理论研究在零部件制造这一应用领域的不足

关键词 传统型制造 服务型制造 转型 服务 竞争优势东华大学工商管理硕士学位论文
- III -
Abstract
Since its birth, Traditional Manufacturing Industry has experienced the first
industrial revolution marked with the mechanized production, the second one
with electrification and the third one with informatization, automation &
intellectualization, and shown the trend of accelerated development. However,
after entering the middle and later of the 20th century, as the world economy
development level increased significantly, the situation of market supply and
demand for main products has changed gradually from supply shortage to
saturation, and the two mutually exclusive forces, large-scale production and
personalized needs, have promoted the world market progressively into
demand-oriented era. Traditional Manufacturing Industry started a significant
change, with the mode transformation from ‘Product Economy’ to ‘Service
Economy’ in western developed countries. Since the 21st century, the
market-demand trend of globalization, personalization and diversification has
become more obvious. Large-scale production and cost control are no longer the
magic weapons for enterprise to win in the market competition. Traditional
manufacturing industry is facing enormous challenges and opportunities. The
adjustment and innovation to Traditional Manufacturing Mode, as well as the
quest for sustainable development mode is getting more and more urgent.
As with many Chinese manufacturing enterprises, DAYU SLEWING
BEARING CO., LTD, referred to as &39;the company&39; in the following, is also facing
business difficulties due to many adverse factors like higher costs, backward
technology and environmental degradation, after 10-year around fast
development. The company’s operating performance and leading product market
share declining year by year, technology research and development not keeping
pace with the market demand, customer service not meeting increased
requirements, etc. all these issues are becoming increasingly serious and
inevitably causing the company less competitive, orders lost, business conditions
deteriorated and a major crisis of survival and development. Therefore, through
the research of the company’s development and relevant data, this paper tries to
analyze the deep-seated reason for these issues. Meanwhile, combining with the东华大学工商管理硕士学位论文
- IV -
internal and external environment and conditions of the company, it compares in
detail the main selectable development strategies, including low cost & low price
competition strategy, strategic positioning in the high-end products and
service-oriented manufacturing strategy. Finally, after analyzing the necessity of
the transformation, precondition and risks related, it fully recognizes and affirms
the company&39;s selection of the service-oriented manufacturing strategy.
During the specific process of transforming to service-oriented
manufacturing mode, the company has taken important transformation measures
like segmenting and optimizing product manufacturing and service processes,
improving forward-looking and dominant technology research and development,
digging the connotation and extending the scope of service. Meanwhile, in order
to ensure the success of the transformation and eliminate vital difficulties and
risks, the company has also carried on corresponding security measures, e.g.
adjustments to the company&39;s culture, rules and regulations, organization
structure, employee performance appraisal method and content. Through these
measures, the company has made staggered results on service-oriented
manufacturing transformation: on the one hand, the company has provided
customers the service covering the lifecycle of the product, extended its value
chain and improved its revenue and profitability; on the other hand, the company
has integrated resources in the cooperation with suppliers, and enhanced the
overall innovation capability and market competitive advantages.
The research idea of this paper is: with the guidance of service-oriented
manufacturing and transformation theory, we reviewed the developing course and
the main issues of the company, explored the internal and external reasons behind
these issues, analyzed the background of the company&39;s choice of
service-oriented manufacturing strategy, studied main transformation measures
and security measures, and then, we evaluated the transformation effect and
summarized suggestions for the further transformation.
The research achievements of this paper include: firstly, through the case
study of service-oriented manufacturing transformation of the company, this
paper analyzed the transformation process and measures, evaluated the
transformation effect, which will provide necessary theoretical support to the
company&39;s manufacturing mode transformation; secondly, as a single case study,东华大学工商管理硕士学位论文
- V -
this paper will provide beneficial reference to many components manufacturing
enterprises on their service-oriented manufacturing transformation; finally, this
paper will help to enrich the content and object of service-oriented manufacturing
transition theory and supplement it in the application field of components
manufacturing, in addition to the other scholars&39; theoretical research on
successful transformation of end-product manufacturing enterprises such as
APPLE and HAIER.
Written by___Jinlong Shen______
Supervised by___Prof. Weixin Yao______
Keywords: Traditional Manufacturing, Service-Oriented Manufacturing,
Transformation, Service, Competitive Advantage东华大学工商管理硕士学位论文
- VI -
目录
摘要.I
Abstract .....III
第一章 绪论...........1
1.1 选题背景 .........
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