A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example
碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 106 === The starting point of this study starts with the international orders of an old machinery tool manufacturer, and in the face of the transformation of “Industry 4.0”, in order to regain the competitiveness of enterprises, what kind of strategy map should be u...
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ndltd-TW-106NCHU54570542019-08-15T03:37:47Z http://ndltd.ncl.edu.tw/handle/x2q683 A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example 因應客戶工業4.0轉型需求之代工廠商策略地圖探討-以T公司為例 Kuo-Fan Tien 田國藩 碩士 國立中興大學 高階經理人碩士在職專班 106 The starting point of this study starts with the international orders of an old machinery tool manufacturer, and in the face of the transformation of “Industry 4.0”, in order to regain the competitiveness of enterprises, what kind of strategy map should be used to make transformation planning. In terms of research methodology, the in-depth interviews with typical customers are used to position the company''s development direction. Through group interviews within the company, the plan objectives for each strategic aspect are proposed. Finally, a semi-structured interview with external experts is used to summarize a " In response to the customer transformation strategy map”, it is recommended that case companies adopt a “gradual” transformation: customers participate in production, production drives learning, learning in research and development, and research and development bring in more customers. Compared with the strategic map of the previous literature, the strategic map of the conclusion of this study has five characteristics: 1. Contribution to Management Education: Proved Kaplan & Norton (2004)''s important thinking - the structure of the strategy map is not rigid, instead, the study shown a dynamics structral relationships among five facts of the strategic map. 2. The new thinking of endogenous customer demand: Make a causal link between the R&D results and customer needs on the strategy map. 3. Relax the "degrees of freedom" of the strategy map: the core dimensions (most critical) and ultimate dimensions (last to be achieved) do not need to be the same. 4. As a starting point for the "Strategic Engineering" project: This study uses the trend change of "Industry 4.0" as a starting point to discuss the "transition projects" of case companies; the corresponding management tools also have the characteristics of "Industry 4.0". 5. The theoretical basis of information management for development management tools: The conclusion of this study not only effectively manages the “transformation project” of the case companies, but also puts forward new insights in the “visualization of analysis results” of the strategy map; in the future, it will get rid of drawing operations and applications. "Visual analysis" to develop new information products. Jyh-Yih Hsu 許志義 2018 學位論文 ; thesis 72 zh-TW |
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碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 106 === The starting point of this study starts with the international orders of an old machinery tool manufacturer, and in the face of the transformation of “Industry 4.0”, in order to regain the competitiveness of enterprises, what kind of strategy map should be used to make transformation planning. In terms of research methodology, the in-depth interviews with typical customers are used to position the company''s development direction. Through group interviews within the company, the plan objectives for each strategic aspect are proposed. Finally, a semi-structured interview with external experts is used to summarize a " In response to the customer transformation strategy map”, it is recommended that case companies adopt a “gradual” transformation: customers participate in production, production drives learning, learning in research and development, and research and development bring in more customers.
Compared with the strategic map of the previous literature, the strategic map of the conclusion of this study has five characteristics:
1. Contribution to Management Education: Proved Kaplan & Norton (2004)''s important thinking - the structure of the strategy map is not rigid, instead, the study shown a dynamics structral relationships among five facts of the strategic map.
2. The new thinking of endogenous customer demand: Make a causal link between the R&D results and customer needs on the strategy map.
3. Relax the "degrees of freedom" of the strategy map: the core dimensions (most critical) and ultimate dimensions (last to be achieved) do not need to be the same.
4. As a starting point for the "Strategic Engineering" project: This study uses the trend change of "Industry 4.0" as a starting point to discuss the "transition projects" of case companies; the corresponding management tools also have the characteristics of "Industry 4.0".
5. The theoretical basis of information management for development management tools: The conclusion of this study not only effectively manages the “transformation project” of the case companies, but also puts forward new insights in the “visualization of analysis results” of the strategy map; in the future, it will get rid of drawing operations and applications. "Visual analysis" to develop new information products.
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author2 |
Jyh-Yih Hsu |
author_facet |
Jyh-Yih Hsu Kuo-Fan Tien 田國藩 |
author |
Kuo-Fan Tien 田國藩 |
spellingShingle |
Kuo-Fan Tien 田國藩 A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example |
author_sort |
Kuo-Fan Tien |
title |
A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example |
title_short |
A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example |
title_full |
A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example |
title_fullStr |
A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example |
title_full_unstemmed |
A Study on the Strategy Map of an OEM Firm in Response to the Customers’ Needs of Industry 4.0 Transformation - T Company as an Example |
title_sort |
study on the strategy map of an oem firm in response to the customers’ needs of industry 4.0 transformation - t company as an example |
publishDate |
2018 |
url |
http://ndltd.ncl.edu.tw/handle/x2q683 |
work_keys_str_mv |
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