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论文编号：	7958
作者编号：	2120132766
上传时间：	2015/12/9 7:16:06
中文题目：	OTIS公司非标设计部门组织结构设计及流程改进
英文题目：	Organization structure design and process improvement of OTIS Company
指导老师：	武立东
中文关键字：	组织设计；组织绩效；流程改进；非标优化
英文关键字：	organizational design; organizational performance; process improvement; non - standard optimization
中文摘要：	近年来，随着中国城市化进程的不断推进，城市公共建设和房地产行业快速发展，作为房地产配套产业的电梯行业，市场总体呈现增长趋势。一方面中国电梯行业的新梯市场保持了高速的增长，现在已成为世界第一大电梯消费市场。另一方面，国外各大电梯公司向中国战略转移，国内中小电梯公司的日渐崛起，中国电梯领域的竞争也已越来越激烈。因此，最大限度的满足客户需求，扩展产品覆盖范围，已经成为增强市场竞争力的重要因素。 OTIS公司是世界最大的电梯、扶梯及自动人行道制造商和服务商，在中国共有七座生产基地投入生产。OTIS公司泰达基地，承担了直梯产品的研发、销售支持、生产制造和发运等职能。目前OTIS公司泰达基地每年发运的产品，超过50%需要非标设计完成，非标设计部门在前期非标确认和后期设计投产中承担主要的技术职能。由于工作量大、时间紧迫、人员流动较快等原因，造成在排产高峰期人力冲突和组织结构不合理，导致产品错投、漏投、延误货期等问题。因此如何合理的设计其组织层次和分工，改进工作流程，使非标处理更为高效已经成为决定企业进一步发展的关键问题，本文针对这一问题展开深入的探讨。 本文在系统回顾组织结构、流程设计等相关理论的基础上，采用数据分析的方法，对非标设计部门环境、技术、规模、组织文化等情境变量，以及职权层级等结构变量进行分析，并对影响因素和结构特征的匹配性问题进行比较，进而发现OTIS公司泰达基地非标设计部门组织结构上存在的问题。在此基础上，本文从流程改进和组织再造的角度，针对不同模块的职能特性合理安排流程和资源，利用信息平台等的建立进而提出流程改进和组织变革的思路、原则及组织设计策略。 本文基于该非标设计部门职能的特性，合理分析资源，数据分析，找到阻碍合同按时完成的制约因素，重新设计流程和组织结构。
英文摘要：	In the past ten years, with the rapid development of China's urbanization process, urban public construction and the real estate industry. As a support industry of real estate, the elevator industry has taken place dramatic changes. On the one hand, China's new elevator market has maintained a rapid growth, and now has become the world's largest consumer market in the elevator area. On the other hand, with the “Shift to China” strategy of foreign elevator companies, and the rise of small and medium elevator companies, the competition in the field of elevator has become increasingly fierce. Therefore, to meet customer needs, expand the scope of product coverage, has become an important factor to enhance the competitiveness of the market. OTIS Elevator Company is the world's leading manufacturer and service provider of elevators, escalators and moving walkways. There are seven production bases in China which invest in production. OTIS TEDA base, which undertake R & D, sales support, elevator manufacturing and shipping functions. More than 50% of OTIS TEDA base’s year shipped products are designed by non-standard department, which bear the main technical function in early non-standard confirmation and post production. Because of the heavy workload, time urgency, staff mobility, resulting in not reasonable of human conflict and organizational structure in the peak, in the meanwhile, the wrong product investment, leaking cast and delays in the delivery. Therefore, how to design the organization level and the division of labor, improve the work flow, make the non - standard treatment more efficient has become the key problem to decide the further development of the enterprise. In this paper, we will discuss the solution to this problem. This article is based on systematic review the theory of organizational structure and process design, by means of data analysis method, compared of the environment of non-standard design department, technology, scale, organizational culture, and the powers of hierarchical structure. In the meantime, the situational variables and structural variables matching problem are also made for comparison, in order to find the existing organization structure problems of non-standard design departments in OTIS TEDA base. On this basis, this paper is ground on the process improvement and the strategic reconstruction, for different modules of the reasonable arrangement process and resources, make use of the information platform, etc., so as to put forward the process improvement and organizational change ideas, principles and organizational design strategy. This paper is based on the characteristics of the non - standard design department, rational analysis of resources and data analysis to find the constraints of the contract, redesign the process and organizational structure.
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