精密機械加工業產業轉型升級個案研究

Abstract

本研究探討實務與理論互相呼應的關鍵點，提出要創業或領導團隊做轉型升級長期維生存，(1)奠基於企業使命、願景及經營策略的思考；(2)組織文化的打造以及興業人才的培養；(3)競爭策略的規劃，競爭優勢植基於差異化，即使是代工，仍需有一套持續強化核心競爭優勢的策略，要像在取得客戶信賴，策略夥伴願意合作，競爭者不容易複製，本論文探討重心在文化與策略面的軟實力與新思維。 台灣電子科技產業由榮景轉薄利但因為聚焦在幾個大市場，而造成惡性的競爭循環，在同時傳統機械加工業也面臨嚴重轉型挑戰，因為大都分的精密機械加工業是以技術起家，並以大家長式的管理風格經營，相對的企業內部在管理上較保守，缺乏創新，較重視技術，欠缺全方位專業的組織，形成老闆或是少數經營者一人獨大，其他人接旨聽差的官僚文化，在經營策略上，還是以Me too service 低價競爭的策略，較少有機會和台灣大型電子科技企業一樣以全球市場作為舞台，更較缺乏膽識與開創的能力與全球大廠建立長期策略夥伴關係。 企業轉型是一項富挑戰性且需要長時間的堅持尤其是需要領導者的以身作則，身體力行，方向感的確立，向力心的凝聚及使命目標的達成都是要靠經營者決心與毅力，一位懂策略，會思考，更要具有開放的格局，以『上君盡人之智』領導統御的思維以取代『中君盡人之力』的傳統管理思維，經營者除了起心動念有一個大願景的初衷，取捨之際宜以終為始，作為關鍵時刻作的決定。 企業要走出一條長期生存發展的道路，要思考如何建立差異化的競爭優勢，即使是代工，還是要有一套持續強化核心競爭優勢的策略，能讓客戶喜歡你，策略夥伴願意跟你一起打拼，競爭者更不容易複製你。 本研究期望以時碩集團發展整個歷程，從無到有、從有到聚、從聚到專、從專到精、從精到強、從強到大，逐步經過，自企業奠基到持續發展擴大雖然一路走來篳路藍縷，但往往在驚濤浪中團隊的能量被加持，團隊的核心幹部更能體會企業的軟實力與企業長青的關聯性。卓越組織的基礎奠基到持續的發展關鍵還是在組織的文化、彼得聖吉The master of learning organization『學習型組織管理邏輯，較重視以人為本的管理初衷，Being a Human』，另外 Collins 的A到A+的著作與McFarland所作『The breakthrough company』更有一貫的邏輯系統，引導企業的經營者打造優秀的團隊，如果能持之以恆，有機會成為卓越的團隊。而在其中最關鍵的部分，還是在於一個領導者是否能以身作則力行推動學習型組織的文化，在傳統保守的精密機械加工產業，以掌握CSOP的原則Culture, Strategy, Operation and People循序漸進做好轉型、升級、再透過互利共生的群聚活動，建立一個整合資源的平台，截長補短創造一個大家一起做大的新的商業契機，作為台灣精密機械加工產業界，找夥伴打群架，建立全球競爭的經濟規模優勢，創造加值主張服務的新商業模式的參考。

This study just to explore the theory of “ Good to Great “ written by Jim Collins, starting from being a level 5th leader, find the right person on the bus, confront the brutal factors, building the hedgehog policy, culture of discipline and technology acceleration 5 crucial steps. Despite of electronic or machining parts industries, the competition is getting more severe in today’s market. Those company have been paying more attention on cultivating the company’s culture and making the profound of change, they have demonstrated a strong and healthy growth such like Huwei, JD COM etc, however those companies that still living in their ordinary bureaucracy, their business have been defeating seriously, the management team is also facing dilemma, but they need to make a decisive decision one way or the other. Building the company’s culture was considered as a fantasy,, because it not only takes long process time but also need to adaptor the new leadership and management way. However if 『The Me Too Service』is no longer an option, company needs to motive her employees to strive their best for the company .The leader of company need to think how to cultivate the company culture and build up the company’s vision that people are willing to buy in. How the company can develop her hedgehog strategy by providing total value proposition service and keep it continuously until they have accumulated a moment and build words of mouth of reputation in the industry they are engaging. The report posits that tasks initiated by entrepreneurs and team leaders with respect to such soft power serve as key factors for the success of transition stages. The first task may be the formation of sound company mission, vision and operation strategies. The second task, which is as significant for original equipment manufacturers (OEMs) as for the other firms, is based upon the differentiation to strengthen the competitive advantages. Among various differentiation strategies, the ones that help the firms win trust and confidence of customers and strategic partners and the ones that cannot be easily copied are the most valuable schemes.