本文選題：傳統(tǒng)型制造 + 服務(wù)型制造�。� 參考：《東華大學(xué)》2017年碩士論文

【摘要】：傳統(tǒng)制造業(yè)自誕生以來,經(jīng)歷了以機(jī)械化大生產(chǎn)為標(biāo)志的第一次產(chǎn)業(yè)革命,電氣化為標(biāo)志的第二次產(chǎn)業(yè)革命,以及信息化、自動化和智能化為標(biāo)志的第三次產(chǎn)業(yè)革命,呈現(xiàn)出加速發(fā)展的趨勢。但是,進(jìn)入20世紀(jì)中后期,隨著世界經(jīng)濟(jì)發(fā)展水平的大幅度提高,主要產(chǎn)品的市場供求狀況逐步由缺乏轉(zhuǎn)向飽和,規(guī)�；a(chǎn)和個性化需求這兩種互斥力量此消彼長,推動市場逐步邁入需求導(dǎo)向時代。傳統(tǒng)制造業(yè)的發(fā)展出現(xiàn)了重大變化,西方發(fā)達(dá)國家開始從“產(chǎn)品經(jīng)濟(jì)”向“服務(wù)經(jīng)濟(jì)”轉(zhuǎn)變。進(jìn)入21世紀(jì)以來,市場需求的全球化、個性化和多樣化趨勢更加明顯,規(guī)�；a(chǎn)和成本控制已不再是企業(yè)制勝的法寶,傳統(tǒng)制造業(yè)面臨著巨大的挑戰(zhàn)和機(jī)遇,亟需進(jìn)行制造模式的調(diào)整和創(chuàng)新,尋求可持續(xù)發(fā)展的道路。與眾多中國制造業(yè)企業(yè)一樣,大禹軸承公司在經(jīng)過近十年的高速發(fā)展之后,也面臨著成本升高、技術(shù)落后和環(huán)境惡化等諸多不利因素的困擾,企業(yè)的經(jīng)營業(yè)績和主導(dǎo)產(chǎn)品市場份額逐年下降,技術(shù)研發(fā)跟不上市場需求,客戶不斷提高的服務(wù)要求難以滿足等重大問題日益突出。這些問題直接導(dǎo)致公司競爭力下降,訂單丟失,經(jīng)營狀況不斷惡化,生存和發(fā)展出現(xiàn)了重大危機(jī)。為此,本文通過對公司發(fā)展歷程和相關(guān)資料的研究,剖析這些重大問題產(chǎn)生的深層次原因。同時,結(jié)合公司的內(nèi)外部環(huán)境和條件,對可供選擇的主要發(fā)展戰(zhàn)略作了詳細(xì)比較,包括低成本低價(jià)格競爭戰(zhàn)略、定位于中高端產(chǎn)品戰(zhàn)略和服務(wù)型制造戰(zhàn)略。最后,在對轉(zhuǎn)型的必要性、前提條件和相關(guān)風(fēng)險(xiǎn)進(jìn)行深入分析之后,對公司選擇服務(wù)型制造戰(zhàn)略有了深刻理解和認(rèn)知。在向服務(wù)型制造轉(zhuǎn)型的具體過程中,大禹軸承公司不僅采取了細(xì)分和優(yōu)化產(chǎn)品制造和服務(wù)流程、提升技術(shù)研發(fā)的前瞻性和主導(dǎo)性、深挖服務(wù)內(nèi)涵和擴(kuò)展服務(wù)范圍等重要轉(zhuǎn)型措施,同時為了確保轉(zhuǎn)型成功,針對轉(zhuǎn)型過程中存在的突出問題和風(fēng)險(xiǎn),還采取了相應(yīng)的保障措施,即對企業(yè)文化和規(guī)章制度、組織架構(gòu)和人員、績效考核方法和內(nèi)容等進(jìn)行了大幅度調(diào)整。通過大力推行這些轉(zhuǎn)型措施和保障措施,使得公司向服務(wù)型制造轉(zhuǎn)型取得了階段性成果,一方面向客戶提供覆蓋產(chǎn)品全生命周期的服務(wù),延長了價(jià)值鏈,增強(qiáng)了創(chuàng)收和盈利能力;另一方面與配套商在相互協(xié)作中整合資源,增強(qiáng)了整體創(chuàng)新能力和市場競爭力。本文的研究思路是,以服務(wù)型制造及轉(zhuǎn)型理論作為指導(dǎo),分析大禹軸承公司的發(fā)展歷程和存在的主要問題,剖析這些問題背后的內(nèi)外部原因,探討公司選擇服務(wù)型制造戰(zhàn)略的背景,研究公司采取的主要轉(zhuǎn)型措施和保障措施,最后對公司轉(zhuǎn)型的效果進(jìn)行評價(jià),進(jìn)而總結(jié)并提出向深度轉(zhuǎn)型的建議。本文的研究成果包括:首先,通過對大禹軸承公司服務(wù)型制造轉(zhuǎn)型的案例研究,分析其轉(zhuǎn)型過程、轉(zhuǎn)型措施和保障措施,評價(jià)其轉(zhuǎn)型效果,為該公司制造模式轉(zhuǎn)型提供必要的理論支持;其次,以單個零部件制造企業(yè)的案例研究,為眾多零部件制造企業(yè)向服務(wù)型制造轉(zhuǎn)型提供有益的借鑒和參考;最后,有助于豐富服務(wù)型制造轉(zhuǎn)型理論的研究內(nèi)容和對象,在其他學(xué)者對APPLE、海爾等成功轉(zhuǎn)型的終端產(chǎn)品制造企業(yè)的理論研究基礎(chǔ)上,補(bǔ)充轉(zhuǎn)型理論研究在零部件制造這一應(yīng)用領(lǐng)域的不足。
[Abstract]:Since its birth, the traditional manufacturing industry has experienced the first industrial revolution marked by large mechanized production, the second industrial revolution marked by electrification, and the third industrial revolution marked by information, automation and intelligence, showing the trend of accelerating development. However, it has entered the middle and late twentieth Century and developed with the development of the world economy. The market supply and demand of the main products gradually from the shortage to saturation, the scale production and the personalized demand, the two mutually exclusive forces, the market gradually entered the demand oriented era. The development of the traditional manufacturing industry has changed greatly, and the western developed countries began to serve the "service economy" from "product economy" to "service" Since the twenty-first Century, the trend of market demand globalization, the trend of individuation and diversification is more obvious. The scale production and cost control are no longer the magic weapon for the enterprise to win. The traditional manufacturing industry faces great challenges and opportunities. It is urgent to adjust and innovate the manufacturing mode and seek the road of sustainable development. As China's manufacturing enterprises, after nearly ten years of rapid development, Dayu bearing is also faced with many adverse factors such as high cost, technical backwardness and environmental degradation. The business performance and market share of leading products have declined year by year. Technology research and development can not keep up with market demand, and the service requirements of customers are difficult to improve. These problems are becoming increasingly prominent. These problems directly lead to a decline in the competitiveness of the company, the loss of orders, the deterioration of the business situation, and a major crisis in the survival and development. This paper, through the study of the development process and related materials of the company, analyzes the deep reasons for the emergence of these important questions. The external environment and conditions are compared in detail, including the low cost and low price competition strategy, the high end product strategy and the service oriented manufacturing strategy. Finally, after in-depth analysis of the necessity, preconditions and related risks of the transformation, the company has a deep analysis of the company's choice of service manufacturing strategy. In the process of transition to service based manufacturing, Dayu bearing company not only adopts the subdivision and optimization of product manufacturing and service process, promotes the forward-looking and dominant of technology research and development, but also makes the important transformation measures such as the service connotation and the extension service scope, at the same time, in order to ensure the transformation success, it is aimed at the transformation process. The existing outstanding problems and risks have also taken corresponding safeguards, that is, the enterprise culture and regulations, organizational structure and personnel, performance assessment methods and content have been greatly adjusted. Through the implementation of these measures and safeguards, the company has achieved a stage result in the transformation of service manufacturing. To provide customers with services that cover the whole life cycle of the product, extend the value chain and enhance the capacity for income creation and profitability; on the other hand, the integration of resources with the suppliers in the cooperation with each other enhances the overall innovation ability and market competitiveness. The research idea of this paper is to analyze Dayu bearing company with the guidance of the theory of service making and transformation. The development process and main problems exist, analyze the internal and external reasons behind these problems, discuss the background of the company's choice of service oriented manufacturing strategy, study the main transformation measures and safeguard measures adopted by the company, evaluate the effect of the company's transformation finally, and then summarize and put forward the suggestions to the depth transformation. It includes: first, through the case study of the service manufacturing transformation of Dayu bearing company, the transformation process, the transformation measures and the safeguard measures are analyzed, the transformation effect is evaluated, and the necessary theoretical support is provided for the transformation of the company's manufacturing mode. Secondly, the case study of the single component manufacturing enterprise is used to serve many parts manufacturing enterprises. In the end, it helps to enrich the research content and object of the theory of service oriented manufacturing transformation. On the basis of the theoretical research on the successful transformation of APPLE, Haier and other terminal products manufacturing enterprises by other scholars, the deficiency of the research in the application field of parts manufacturing is supplemented by other scholars.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.4

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