Strategic change management toward agile manufacturing : a Hong Kong experience : executive summary
Lo, Wai-Kwok (1997) Strategic change management toward agile manufacturing : a Hong Kong experience : executive summary. EngD thesis, University of Warwick.
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Official URL: http://webcat.warwick.ac.uk/record=b1370051~S15
This paper is the executive summary of the portfolio of the author toward the award of
Engineering Doctorate of the Warwick University. The title of the portfolio is the same as the
title of this paper, which serves as a tool to integrate the works of the author in the whole
portfolio. There are ten other papers in the portfolio besides this one.
The development and implementation of the author's model of Strategic Change Management
(SCM) in a power supply manufacturing company in Hong Kong leading to Agility (AG) is
presented in the paper. SCM developed by the author is a comprehensive and practical model
that a company can use to improve various aspects of its business. The author has demonstrated
this in the areas of Total Quality Management and IS09000 implementation, technology
innovation, supply chain management, renovation of information systems, etc. Three mini
research projects are included in the portfolio, including the development of a What-if prototype
to tackle a common problem in manufacturing resources planning, the design of power supply
products for mass customization, and an empirical study on the factor structures and correlations
of employee job satisfaction (SAT), organisation excellence (EX) and agility (AG).
The SCM model starts with creating the culture for change, which the author sees as the role for
the top management of the organisation. The author presents his experience to create such
culture when he was parachuted into his organisation as the chief executive. The second step of
SCM is analysing the system. A comprehensive qualitative analysis of the economical, social
and cultural environment of the company as well as the market forces is given. The step that
follows is the implementation of changes, which is a cycle of setting priority, organising,
performance measurement, rewarding winners and reinforcement. Practical approaches to tackle
the changes in various stages of the cycle are presented.
SCM has helped in transforming the company toward agility, and the stage of agility is named
Agility Chain by the author. The result of such transformation is also evaluated from the angles
of operations performance, financial performance, stock price appreciation, and the change in
market perception. The empirical study of employees perception on SAT, EX and AG indicates
strong correlations among the three factor structures, and also indicates that the company is
moving toward agility under the author's strategic change management.
|Item Type:||Thesis or Dissertation (EngD)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor|
|Library of Congress Subject Headings (LCSH):||Strategic planning -- Hong Kong -- Case studies, Organizational change -- Hong Kong -- Case studies, Manufacturing industries -- Hong Kong -- Case studies|
|Official Date:||23 September 1997|
|Institution:||University of Warwick|
|Theses Department:||School of Engineering|
|Supervisor(s)/Advisor:||Hill, John ; Lee, W. B.|
|Extent:||95,  leaves|
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