Key Success Factors and Performance Assessment of the A-Team in Taiwan’s Bicycle Industry

• Main Authors: LEE CHIUNG YAO, 李瓊瑤
• Other Authors: Tian Shyug Lee
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/58218239521659414700

碩士 === 輔仁大學 === 管理學研究所 === 96 === Abstract: Facing China’s low-price competition, the bicycle industry in Taiwan had witnessed a declining export, and the common crisis demanded integration of all available resources from the industry’s leading players. Oversupply in the global market and cut-throat competition not only held back the industry’s overall development but also brought down the production volume and value of bicycles made in Taiwan since 1998. By 2002, Taiwan’s production volume dropped to 4,220,000 bikes. In order to curb the continuing deterioration, bicycle manufacturers in Taiwan need to clearly differentiate themselves from their Chinese competitors by highlighting the outstanding quality of their products. Consequently, the industry organized a learning group, named A-Team, in 2003. The purpose of A-Team is to congregate government resources, accelerate product innovation, expedite real-time production system, and reinforce brand creating and image promotion. The ultimate goal of A-Team is to create a brand new world for Taiwan’s bicycle industry by developing Taiwan into the world’s logistics hub and manufacturing center of high value-adding products. Assisted by the Industrial Development Bureau, MOEA (Ministry of Economic Affairs) and Corporate Synergy Development Center, A-Team is led by Giant Manufacturing and Merida Industries with eleven suppliers involved. A-Team is not only a model of dual-core corporate management but also a quality improvement team for Taiwan’s bicycle industry. All A-Team members have to learn the Toyota production system (TPS), and adopt this tool to streamline their manufacturing processes. With corporate learning, A-Team members are capable of designing and outputting new products independently. The A-Team’s operation really helps its members to improve product quality and manufacturing standardization and just-in-time (JIT), helping A-Team members to provide upgraded services meeting customers’ various needs. A-Team also builds a good model to other industries about the benefits of using value chain strategy. After four years of vigorous efforts, A-Team helps Taiwan’s bicycle industry find a new position. In addition to the model of dual-core corporate management and the other practices mentioned above, does the A-Team success story provide further lessons for other industries to learn? To find answers to this question, the study is conducted to assess the performance and key success factors of A-Team.