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.
| Identifer | oai:union.ndltd.org:TW/101NKIT5691002 |
| Date | January 2013 |
| Creators | Yu-hsin Jan, 詹玉興 |
| Contributors | none, 徐村和 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 244 |
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