贝尔阿尔卡特别让组织架构绊住脚（Bell Al Carter dont let the organization hold feet）.docVIP

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贝尔阿尔卡特别让组织架构绊住脚（Bell Al Carter dont let the organization hold feet）.doc

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贝尔阿尔卡特别让组织架构绊住脚（Bell Al Carter dont let the organization hold feet） (Heading 2) Bell Al Carter: dont let the organization hold feet Wen / Tang Weiwei In May 2006, when Baer and Alcatels production division settled in the fiscal year, the cost savings alone were almost $6 million. This amount is not much, but for the manufacturing center of Bell Al Carter, which means not only increase the profit space, also means that the manufacturing center after the reform has successfully solved a series of problems brought by the globalization of production. In 2004, the Bell Al Carter PBA (PCB assembly) department in Shanghai encountered a headache. The latest orders, batches, and categories are increasing, but orders per batch are reduced, which results in a more than 200 minute downtime for the machine to wait for raw material and product requirements. In order to solve the problem of waste of resources in production, the Department Manager adopts the method of tracing questions and finding answers. They integrate Six Sigma with lean manufacturing and achieve amazing results. In fact, our department is the experimental field of the company.. Shanghai Bell Al Carter PBA Department Project Manager Gu Lei said. In 2001 the company invested $312 million to acquire Alcatel Shanghai Baer shares, Shanghai Limited by Share Ltd Bell Al Carter as a member of the Alcatel group, conform to the groups global strategic layout will become the global manufacturing center of alcatel. The new role has decided that Shanghai Bell Al Carter will face a more intense and comprehensive competition. It needs to compete directly with Bell Al Carters 6 global manufacturing centres, while proving the need and effectiveness of establishing a manufacturing center in china. At the same time, industrial change has also led to changes in the pace of production throughout the company. Short term, changing order form, put forward higher requirements for cost control, delivery time assurance and quality assura