中央所属企业的市场化竞争能力一直是国企人与中国民众非常关心的事情， 尤其是市场门槛比较高的铁路行业。经调查研究，2017-2019这3年中，铁路市 场呈现出了三种变化：第一，市场连续三年零增长；第二，经营业绩指标逐年提 高；第三，客户降价意愿逐年增强。这些市场变化均迫使铁路行业的各竞争型央 企，在整体服从国有企业制度规定的基础上，不断地提升适应市场与政策变化的 能力，这也是所有竞争型央企在面临同样的市场与政策环境下必须要深入思考的 问题。央企A公司在严峻的经营压力下，重点对与经营指标强相关的各项业务 进行流程改善方面的探索，经多番调查与分析研究，最后决定将利润相对较高的 洛阳高级修业务作为A公司进行业务优化的重要试点项目。 本文以A公司在检修业务中的洛阳高级修业务为研究对象，首先对A公司 的洛阳机车高级修业务开展的表象问题进行调研与分析，说明如不及时进行改善， 最终将导致洛阳高级修业务无法支撑A公司达成2019年的年度经营目标。然后 对问题进行根因分析，发现问题主要集中在A公司对洛阳高级修业务的定位尚 未明确，经营指标无法有效地分解到洛阳高级修业务中，高级修业务目标达成的 路径不明确，以及需要加强业务的执行力等四个方面。本文选择性地应用了 “SWOT分析”工具对各个不同层级的组织机构进行了定位分析，引入了“战略中 心型组织”等相关理论，构建战略中心型组织，绘制战略地图，确定战略可执行 路径，业务的具体优化则是在子流程优化环节中，通过引入“提升单位时间附加 值”的相关理论，从经营核算的角度提出具体的实操建议。 本文试图通过拟定“业务重新定位-构建战略中心型组织-设定业务目标-分解 战略地图-确定内部待优化的流程-执行业务优化流程、达成近期经营指标”的“关 键业务大流程”的优化方案，在促使洛阳高级修业务达成2019年经营指标的同 时，为后续在全国即将铺开的各类检修基地，探索出一套可供复制的、形成正向 改善循环的、且具备竞争力的经营管理模式，这将对A公司或其他竞争型国企 的其他关键业务的开展具有深远意义。 关键词：高级修；战略地图；单位时间价值；SWOT分析；优化方案 ? ?II Abstract The market-oriented competitiveness of the enterprises affiliated to the central government has always been the concern of the state-owned enterprises and the Chinese people,especially the railway market with high market threshold. In the three years of 2017-2019, there are three changes in the railway market:(1)the market has been 0% growing for three consecutive years;(2)the business performance indicators have been improved year by year; (3)customers’ willingness to reduce the purchasing prices annually. These market changes force all competitive central enterprises in the railway market to improve their ability to adapt to the changes of market and policy on the basis of obeying the system of state-owned enterprises as a whole,which is also a problem that all competitive central enterprises must think deeply under the same market and policy conditions. Under the severe operating pressure,the central enterprise A company focuses on the exploration of process improvement related to the businesses with strong business indicators,and finally decides to take the relatively high profit Luoyang advanced repair business as an important pilot project for business optimization of A company . This paper takes Luoyang advanced maintenance business of A company as the research object. Firstly,it investigates and analyzes the appearance problems of Luoyang advanced maintenance business of A company,and explains that if it is not improved in time,Luoyang advanced maintenance business will eventually fail to support A company to achieve the annual business goal of 2019. Then the root cause of the problem is analyzed. It is found that the main problems are as follows:A company’s positioning of Luoyang advanced repair business is not clear,the business indicators cannot be effectively decomposed into Luoyang advanced repair business， the path to achieve the business objectives of the advanced repair business is not clear， and the implementation of the business needs to be strengthened. This paper selectively applies the “SWOT analysis”tool to analyze the positioning of different levels of organizations, introduces the “strategic center organization”and other related theories,constructs the strategic center organization,draws the strategic map to determine the strategic executable path,and the specific optimization of business is in the sub process optimization link,through the introduction of "enhance the added value of unit time" From the perspective of business accounting,it puts forward specific practical suggestions. ? ?III This paper proposes the optimization plan of “key business process”through “business relocation - building strategic center organization - setting business objectives - breaking down strategic map - determining internal processes to be optimized - implementing business optimization processes and achieving near-term business indicators”,in order to achieve the 2019 business indicators in Luoyang’s high-level repair business,and at the same time,to provide the following services to be launched in the country Class a maintenance base,explore a set of replicable, positive improvement cycle,and competitive business management mode,which will have far-reaching significance for A company or other competitive state-owned enterprises to carry out other key businesses. Key words： advanced maintenance business; strategic map; value added time; SWOT analysis; coping strategy ? ?IV 目 录 摘要 ..... I Abstract ............................ II 第1章 引言 ................... 1 1.1 研究背景和意义 .. 1 1.1.1 研究背景 ........ 1 1.1.2 研究意义 .......... 1 1.2 国内外文献综述 .. 2 1.2.1 国外文献综述 2 1.2.2 国内文献综述 3 1.3 研究方法及主要内容 ......................... 4 1.3.1 研究方法 ........ 4 1.3.2 主要内容 ........ 4 1.3.3 论文结构 ........ 5 1.4 创新与不足 .......... 6 1.4.1 本文的创新点 6 1.4.2 本文的不足 .... 6 第2章 理论基础 ........... 7 2.1 相关概念 .............. 7 2.1.1 高级修的定义 7 2.1.2 高级修业务流程 ........................... 8 2.1.3 战略中心型组织的定义 ............... 9 2.1.4 单位时间附加值的定义 ............. 10 2.2 相关理论 ............ 10 2.2.1 战略中心型组织理论 ................. 10 2.2.2 单位时间附加值理论 ................. 11 2.3 高端制造业产品检修理论 ............... 12 2.3.1 高端装备制造业产品检修替代率低理论 .................. 12 2.3.2 高端装备制造业产品检修市场计划第一性理论 ...... 13 2.4 本章小节 ............ 13 第3章 A公司洛阳高级修业务开展现状与问题分析 ........... 14 3.1 A公司高级修业务的基本情况 ....... 14 3.1.1 A公司的发展历程 ..................... 14 ? ?V 3.1.2 A公司的业务范围 ..................... 14 3.1.3 A公司的组织机构 ..................... 14 3.1.4 轨道交通事业本部的组织机构 . 15 3.1.5 高级修业务开展的基本情况 ..... 15 3.2 洛阳高级修业务存在的管理问题 ... 17 3.2.1 洛阳高级修业务的定位未明确 . 17 3.2.2 高级修业务团队的地位不够 ..... 17 3.2.3 高级修业务的指标分解困难 ..... 17 3.2.4 高级修业务的目标达成路径不明确 ........................ 18 3.2.5 高级修业务的开展需要更强的执行能力 ................ 18 3.3 洛阳高级修业务存在的执行问题 ... 18 3.3.1 客户需求响应缓慢 ..................... 18 3.3.2 属地修合作框架未确定 ............. 18 3.3.3 属地化进程缓慢 ......................... 19 3.3.4 业务核算困难 ............................. 19 3.3.5 基地本部协同性差 ..................... 19 3.4 本章小节 ............ 20 第4章 A公司高级修业务环境分析 ........ 21 4.1 高级修业务外部环境分析 ............... 21 4.1.1 铁路市场的投资情况未有明显的增加 .................... 21 4.1.2 国资委业绩要求明显提高 ......... 21 4.1.3 主要客户要求我司产品降价的意愿逐年增强 ........ 23 4.1.5 高级修业务周期压缩近极限周期 ............................ 24 4.1.6 高级修业务属地化需求进一步加强 ........................ 25 4.1.7 洛阳高级修业务的市场预测 ..... 26 4.2 高级修业务内部环境分析 ............... 26 4.2.1 轨道本部经营状况分析 ............. 26 4.2.2 轨道本部产品特性与经营指标关联度分析 ............ 27 4.2.3 高级修业务在检修业务中的占比分析 .................... 28 4.3 高级修业务SWOT分析 .................. 28 4.3.1 A公司SWOT矩阵分析 ........... 28 4.3.2 A公司高级修业务战略建议及分工 ........................ 31 4.3.3 A公司铁路内业务SWOT分析小结 ...................... 32 4.4 本章小节 ............ 32 第5章 A公司洛阳