A Study on Organizational Reengineering of CSBC

• Main Authors: Yu-hsin Jan, 詹玉興
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/24598351075535677030

碩士 === 國立高雄第一科技大學 === 行銷與流通管理研究所 === 101 === On September 6 1990 the Executive Yuan to save China Shipbuilding Corporation from suffered of the world energy crisis and operating unproperly, severe loss of more than 11 N.T. billion dollars to carry out the unprecedented massive layoffs 45%, reduced payrolled 35% of the " Rejuvenating Plan" changes. This research explored China Shipbuilding Corporation, suffered in adversity through enterprise reengineering, reduce costs and create customer value and improve the effectiveness and efficiency of the work. From remarkable performance and yearly surplus from 2001 to 2011, China Shipbuilding Corporation is“willing to endure ten years of hard work just to find the unique excellent sword.”step by step, continuously improve product quality and upgrade high performance and promote competitive advantage. As a result, before privatization in 2008, the average annual surplus of China Shipbuilding Corporation from 2001 to 2008, reach 9.1 million NT dollars, After privatization in 2008, the average annual surplus from 2008 to 2011, risie up to 19.67million N.T. dollars, excellent performance and benefit of Rejuvenating Plan are fruitful, so our research topic focuses in finding the key success factors of China Shipbuilding Corporation reengineering all through the Rejuvenating Plan process. In this research, take the method of case study, visit China Shipbuilding Corporation high level 45 works managers and department managers who have actually taken part in “Rejuvenating Plan”, the researcher exchanges views with them and in search of secondary data for analyzing, extracting important factors such as literatures, as a results, we get the conclusion that China Shipbuilding Corporation through “Rejuvenating Plan” the four key success factors: First, the financial factors: 1. Firm determination of National Council for Economic Planning and State-owned Enterprise Management Committee.2. Supervisory Group under MOEA was established to supervise if the "Rejuvenation Plan" of China Shipbuilding Corporation was well carried out.3 .Government Financial Support: Second, human resource management factors: 1Firm determination of leader; 2. Get rid of long-term accumulation of past drawbacks and speedy implementation of the "Rejuvenation Plan"4. Clear Vision of Goals; 5. Strengthen financial management; 6.The range of massive layoffs and reduce payroll 7. Employee communication; 8 Union support; 9. Sense of crisis. Third, the business strategy factors: 1 stable shipbuilding business; 2 Planning and Strategies; 3. Dazzling Ship design; 4 Excellent quality of shipbuilding; 5. Well planned of supplier selection before new shipbuilding contracts are signed. Four, capacity management and internal resource allocation factors:1 Upgrade of shipbuilding production capacity; 2 The solutions of shipbuilding problems; 3. Continuous innovation and R & D management;4 Employing streamline and reduce costs; 5. Implement job rotation system; 6. Manpower outsourcing strategy of the project.7 Corporate governance and risk management; 8 Creating of industrial safety and health environment.