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论文编号：	8001
作者编号：	2120132818
上传时间：	2015/12/9 22:05:20
中文题目：	T公司天津工厂ACE运营管理体系改进研究
英文题目：	Research on the improvement of ACE operation management system in Tianjin Factory of T Company
指导老师：	李季
中文关键字：	获取竞争优势、精益、文化、质量管控
英文关键字：	ACE （Achieving Competitive Excellence), lean, culture, quality control
中文摘要：	在全球范围内，制造型企业是世界经济的支柱，是社会发展的基础，自欧洲第二次工业革命以来，制造业的迅猛发展在促进全球经济发展的同时，也造成了业内的竞争日趋激烈的形势。在电梯行业，T公司是安全电梯的发明源头，其品牌也是业界的龙头，更是行业技术发展的风向标。目前，T公司是全球最大的电梯制造商和运营商，也主导着行业发展的方向，但近些年来，虽然企业的声望仍在，但其他品牌电梯的发展势头给T公司带来了莫大的压力，市场分额由原先的独占鳌头转变为三分天下，眼看市场分额被新兴的其他品牌所蚕食，战略调整和内部改善变得日渐紧迫起来。 纵观T公司的发展，其品牌发展已经有160年的历史，天津T公司和工厂落户中国也已经有30余年，属于发展相对较成熟的企业，根据企业生命周期曲线来看，一个发展成熟的企业在经历了巅峰时期之后就会逐步进入衰退期，不仅仅是T公司，对于任何一个发展到一定成熟度的企业，其发展趋势势必会遵从企业生命周期曲线，因此要延长企业生命周期，继续保证其竞争优势，是每一个企业所研究的课题。T公司隶属于UTC（美国联合技术公司），该公司奉行的质量控制和运营管理体系叫做获取竞争优势，其英文为Achieving Competitive Excellence，取其首字母大写简称ACE，是美国联合技术公司所有子公司最主要的运营体系，也是联合技术公司最主要的运营管理体系，要获取竞争优势，不仅仅要求企业的产品具有高品质的质量和设计，有竞争力的价格，要实现这两点，更要求企业具有非常稳定和精益的内部管理水平，ACE『获取竞争优势』的运作体系正是为了满足这一要求而由日本品质专家伊藤让先生在成为UTC品质顾问期间所创立，并在之后的30年间不断吸收精益理念和全面质量管理理念，并结合企业自身特点而发扬光大，从而形成当今比较完成和成熟的运营管理体系。 ACE的运营体系应当能够帮助一个企业的管理具备业界先进的水平，能够帮助企业发现组织架构、流程当中的不合理因素，并解决问题。作为美国联合技术公司的子公司之一，T公司也将ACE管理体系作为企业最终要的管理工具和体系推行和使用。T公司天津工厂的ACE体系的推行和导入，自1999年已经起步，2003年就已经获得了银牌认，但在之后的十几年间却一直在银牌与铜牌之间徘徊，2013年刚刚复审获得的银牌，在2014年又再次因为基础的不扎实而失手。这说明ACE体系的推行仍然没有植入文化的根系内部，因此前进与倒退往往就在转瞬之间。研究ACE运营管理体系的推行和改进，不仅仅是研究其工具的使用，更重要的是要搞清楚如何使工厂的ACE真正“接地气”，真正影响企业的文化氛围，使企业的质量、成本和服务等方面真正有所提升，而不是只浮于表面，表面功夫不但不会为企业带来利益，还会浪费员工的时间。与此同时，要弄明白如何使ACE真正帮助企业解决问题，改善流程和运营指标，使企业及其利益相关者受益，并且能够见长效，避免员工增加额外的工作量和负担。从而真正实现T公司的愿景：成为业界最受欢迎的雇主、成为最佳的合作伙伴和供应商。 本文通过研究基于ACE的T公司天津工厂运营管理体系的改进，通过研究ACE运营管理体系在应用过程中反复起起落落的经验，分析ACE运营管理体系在应用过程当中存在的问题，从质量管理的角度、从体系的推行角度分析利弊，包括文化、工具应用、人才培养、领导的角色和作用等方面分析在ACE运营管理体系推行过程当中不能持续前进的原因，结合实际经验总结经验教训，提出了ACE运营管理体系推行应从最基础的文化和最简单易行的工具开始，从习惯和意识的培养，到人才的培养，从工具的使用到流程的完善，最后以业绩改善的结果来验证改进的有效性，证明改进方案是切实有效地。 事实证明，对于任何改善而言，领导的带动和参与是必要的，领导的意识是企业发展的风向标，直接影响员工参与和推进改善的决心和意愿，因此领导对于改进的决心是最终决定成败的关键要素，所以说领导的速度就是解决问题的速度。因此对于ACE而言，其推进的方向必然是自上而下的。 此外，ACE推行的基石包括工具、能力、文化三个方面缺一不可，仅仅有工具，如果不具备运用的能力和水平，再好的工具也发挥不了其作用，不能解决问题。而有了工具、有了能力，如果形成不了积极改进的氛围，没有企业文化的烘托，改进也只能是暂时的，企业的生存和发展需要长期坚持、乐于改进、积极开放的文化氛围，这也是许多企业每年乐于吸收大量应届毕业生作为人才储备的原因之一。 本文剖析了T公司天津工厂的几年来ACE管理体系推行的利益与弊端，并以史为鉴，通过一系列改进策略的制定，尽可能保证今后的ACE的发展可以避开原先走过的弯路，能够有实施的动力、机制和监督保障。同时，根据一些成功的经验进一步完善了推行和实施的方式方法，使企业的竞争力更上一个台阶，通过本文的研究和改善结果的验证，可以为其他制造型企业，尤其是本土化程度比较高，企业成熟度也较高的合资企业在精益和质量管理改善的推行道路上提供一定的参考。
英文摘要：	On a global scale, manufacturing enterprises are the pillars of the world economy and the foundation of social development. Since the second industrial revolution in Europe, the rapid development of manufacturing industry in the promotion of global economic development, but also caused the industry's increasingly fierce competition. In the elevator industry, t is the elevator safety source of invention, the brand is the industry leader, is currently the world's largest elevator manufacturers and operators, dominates the direction of development of the industry, but in recent years, the prestige of the enterprise although, but other elevator brand development momentum to T company brought great pressure, the market share by former champion into third world, seeing other brand market share by emerging nibble, strategic adjustment and internal improvement has become urgent. Throughout the development of T company, its brand has 160 years of history, Tianjin T company and the factory has been settled in China for more than 30 years, is a relatively mature enterprise, according to corporate life cycle curve, a mature enterprise will gradually enter into recession, not only T company, to a certain extent, its development trend is bound to comply with corporate life cycle, and therefore to extend the life cycle, continue to ensure its competitive advantage, is the subject of each enterprise. T company is the sub company of UTC(United Technology Cooperation), and ACE (Achieving Competitive Excellence) is the most important operating system. ACE's operating system should be able to help an enterprise's management with the advanced level of the industry, can help companies find the organization structure, the process of irrational factors, and solve the problem. As one of the subsidiary companies of the United States of America, T company also use ACE management system as an enterprise ultimately to the management tool and system implementation. T company factory in Tianjin imported and implemented ACE system since 1999, and won the silver medal in recognition in 2003, but after more than ten years has been between silver and a bronze medal in the wandering, loss the silver medal again which recertified in 2013 because of the unsolid foundation. This shows that the ACE system implementation is still no root implant culture, often in the forward and backward in a wink. The study of ACE management system implementation and improvement is not only the use of the tools of, more important is to figure out how to make factory ace real "grounded", the real impact of the enterprise culture, make the enterprise quality, cost and service really been upgraded, rather than floating to the surface. At the same time to understand how to make ACE truly help companies to solve problems, improve processes and operational indicators, so that enterprises and their stakeholders can see long-term benefit rather than to increase the additional workload and burden to employees. So the real realization of T company's vision: to become the industry's most popular employer, to become the best partner. Through the study of ACE of T Company Tianjin plant operation and management system based on improved by ACE management system application and experience the ups and downs, analyze the ACE management system application process of from quality management and ACE implementation perspective, analysis the reason of the ACE system implementation process the twists and turns road. And summarize the experience and lessons with practical experience, put forward the improvement scheme should start from the most basic culture and tools, to a practical tool for research, finally to improve the performance of the results to verify the effectiveness of the improved. It is proved that the improvement scheme is practical and effective. It is proved that, for any improvement, leadership and participation is necessary, and leadership for the improvement of determination is the key factor in the final decision, the speed of leadership is to solve the problem, so for ACE, the direction of its advance is bound to be from the top to bottom. In addition, the cornerstone of the implementation of ACE, including tools, capacity, culture, three aspects are indispensable, only a tool, if you do not have the ability to use and level, and then a good tool can not play its role, can not solve the problem. And with the tools, with the ability to actively improve the environment if not formed, there is no corporate culture
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