Notes from the Field March 2026

该客户是一家总部位于荷兰的企业，专注于园林电动工具的研发与制造，主要产品包括梳草机、碎枝机及相关周边设备。荷兰总部负责核心研发，中国区研发团队也承担部分本土市场产品的开发工作。中国工厂位于山东省日照市，占地约10,000平方米，拥有约60名员工，覆盖研发、工程、跟单、采购、生产及交付等完整运营流程。产品结构以出口为主，约99%销往欧洲，另有约1%用于中国国内市场。

虽然中国工厂成立近20年，但整体管理模式相对原始。多数员工在职逾十年，缺乏现代管理理念与经验，导致运营成本偏高、订单交付周期长（约6个月）、产能不足等问题。尽管工厂经历了为期半年的CMC精益改善，使部分标准化流程得以建立且现场效率有所提升，但公司内部的团队氛围仍存在显著问题。中层管理者之间缺乏合作精神，内部矛盾严重，影响整体工作效率，也阻碍了精益项目的进一步推进。CEO也意识到部分中层管理者能力可能无法支持公司未来发展，但尚无法准确判断哪些人不符合要求。

在与CEO沟通后，CMC提出开展为期两个月的“工厂代理总经理”项目，以帮助公司完成组织架构及人员调整，从根本上改善企业文化并提升团队合作水平。

经过两个月的代管，CMC取得以下成果：

一、组织架构重新设计与优化

• 将原有的两个生产主管岗位合并为一个
• OPL部门并入内销团队
• 外销跟单与内销跟单整合，统一归属销售部
• 工程部并入新设定的研发部

二、人员配置优化与岗位重新定义

• 原两名生产主管中，一人转任精益生产项目主管
• 原生产副主管转任品质主管
• 原OPL经理转任总务部经理
• 原内销经理任销售部副经理，负责内外销跟单与出货
• 原OPL文员予以辞退
• 安全工程师与打样工程师合并为EHS职能，负责工厂安全与设备维护
• 原财务经理及工程部经理辞退并重新招聘
• 新招聘财务经理、研发经理及销售经理
• 新增车间文员用于数据统计
• 原工厂厂长升任工厂副总经理

总体间接人员数量保持不变，但所有中层管理者与部门的职能和权限重新定义，并制定次年开始执行的KPI指标。

三、加强跨部门管理机制

• 推行每周一次的跨部门管理者会议，取代CEO与财务、人事、采购、厂长之间频繁的一对一定期会议，从而提升沟通效率
• 取消工厂原有两项无实际价值的例行会议

四、改善经营汇报系统

• 将原采购与生产每月提交给CEO的分散月报整合为“生产经营月报”
• 新增出货达成、财务分析、精益改善等核心指标
• 精简原采购和生产品质月报内容，详细数据另行存档供随时查阅

五、强化现场改善机制

• 增加车间Gemba Walk与5S审核的执行频率，以推动持续改善

六、优化激励体系

• 调整年度激励计划，取消无衡量标准的考核方式
• 增加“年度技能之星”及“5S考核”并设置奖励制度

七、人才补充与关键岗位招聘

• 主导研发经理和财务经理的招聘流程
• 协助工厂成功录用合格候选人

上述措施为工厂未来推行精益改善项目、提升团队合作、塑造积极文化奠定了稳固基础，也显著降低了后续改善的难度。

The client is a Netherlands‑based company specializing in the research, development, and manufacturing of electric garden tools. Its major product categories include lawn dethatchers, wood shredders, and related accessories. Core product development is conducted at the headquarters in the Netherlands, while the China R&D team develops products for the local market. The company’s manufacturing facility is located in Rizhao, Shandong Province, covering approximately 10,000 square meters and employing around 60 staff across R&D, engineering, order management, procurement, production, and delivery. Approximately 99% of its products are exported to Europe, with the remaining 1% sold domestically in China.

Despite nearly 20 years of operation, the China factory has been operating under a relatively traditional management model. Most employees have been with the company for more than a decade and lack exposure to advanced management methodologies. As a result, the factory faces high operating costs, long lead times of about six months, and production capacity that falls short of customer demand. Although a six‑month lean improvement program previously implemented by CMC created standardized processes and improved shop‑floor efficiency, deeper challenges remained. The mid‑level management team lacked unity, internal conflicts were common, and teamwork was weak, significantly affecting efficiency and hindering further lean deployment. The CEO had begun to suspect that some mid‑level managers lacked the ability to grow with the company but was uncertain who the underperformers were.

Through discussions with the CEO, CMC recommended a two‑month interim General Manager project, aimed at realigning the organization structure, adjusting personnel roles, and improving company culture and team cohesion.

After two months of acting as the interim factory GM, CMC delivered the following results:

1. Organizational Restructuring and Redesign

• Consolidated two production supervisor positions into one
• Integrated the OPL department into the domestic sales team
• Merged export order management with domestic order management under a unified Sales Department
• Incorporated the Engineering Department into the new R&D Department

2. Personnel Optimization and Role Redefinition

• Reassigned one of the former production supervisors as Lean Project Supervisor
• Reassigned the former deputy production supervisor as Quality Supervisor
• Reassigned the former OPL Manager as General Affairs Manager
• Appointed the former domestic sales manager as Deputy Sales Manager, responsible for both domestic and export order fulfillment
• Terminated the former OPL clerk
• Combined the Safety Engineer and Sample Engineer roles into an EHS function responsible for safety and equipment maintenance
• Terminated the former Finance Manager and Engineering Manager, and recruited new replacements
• Hired a new Sales Manager and a workshop clerk dedicated to production data
• Promoted the former Plant Manager to Deputy General Manager

Overall indirect headcount remained unchanged; however, roles, responsibilities, and authority for all mid‑level managers were redefined, together with new KPIs to be implemented starting next year.

3. Strengthening Cross‑Functional Management

• Implemented a weekly cross‑department management meeting to replace multiple one‑on‑one meetings previously held between the CEO and key functions, significantly improving communication efficiency
• Cancelled two recurring factory meetings deemed non‑value‑adding

4. Improvements to Monthly Business Reporting

• Integrated separate procurement and production monthly reports into a single “Operations Monthly Report”
• Added shipment performance data, financial analysis, and lean improvement metrics
• Streamlined the original procurement and quality reports, retaining detailed data as archives for deep‑dive review

5. Reinforcement of Shop‑Floor Continuous Improvement

• Introduced routine Gemba walks and 5S audits to drive ongoing performance improvement

6. Enhancement of the Annual Incentive Program

• Replaced previous assessment items that lacked measurable criteria
• Added new incentive components: Annual Skills Award and 5S Performance Award

7. Key Talent Acquisition

• Led recruitment and interview processes for the Finance Manager and R&D Manager
• Assisted the factory in successfully hiring qualified candidates

Collectively, these actions created a solid foundation for the company’s next phase of lean transformation and significantly improved the cultural environment and collaboration across the organization.