转型的力量：霍尼韦尔—浙江锦华新材料精益变革启示录

序 言 一 当前，中国制造业正站在转型升级的十字路口。一方面，成本持续攀升，利润空间不断压缩，同质化竞争日益激烈；另一方面，数字化转型浪潮席卷而来，传统管理模式难以为继。在这个充满挑战的时代，如何突破发展瓶颈，实现高质量增长，成为摆在每个制造企业面前的必答题。 浙江锦华新材料股份有限公司（以下简称“锦华”）也曾面临类似的困境，管理基础薄弱，员工士气低迷，在集团内部几乎被边缘化。然而，通过导入霍尼韦尔卓越运营体系，浙江锦华用六年时间完成了令人瞩目的蜕变――营收增长3倍，人均效能提升近4倍，从后进单位跃升为行业标杆。 作为这一历程的参与者、亲历者，我深切感受到锦华成功的核心在于把握住了转型升级的关键，首先是“空杯心态”的勇气，全盘接纳先进管理体系；其次是“铁三角”领导团队的担当，将精益理念转化为组织共识；最重要的是“持续改进”的坚持，使精益管理从工具方法升华为企业文化。 特别值得称道的是，锦华创造性地将党建与精益管理深度融合，这既体现了中国特色的管理智慧，也展现了企业在借鉴国际经验时的创新思维。当我们看到员工在T会上自信主持，看到改善提案持续涌现，看到管理层主动寻求更深层次优化时，我们确信精益思维已经在这家企业生根发芽、开花结果。 当前，中国制造业正处于从“制造”向“智造”转型的关键时期，锦华的经验证明，数字化转型不仅需要技术升级，更需要管理变革和组织能力建设作为支撑。这个案例的价值，不仅在于其取得的量化成果，更在于它展示了一条可复制、可持续的转型升级路径。 霍尼韦尔愿将这样的成功经验分享给更多中国企业。让我们以卓越运营为基石，以持续创新为动力，共同推动中国制造业实现高质量发展，为建设制造强国贡献力量。 序 言 二 站在制造业转型升级的浪潮之巅，我们深知当下企业面临的共同困境：成本持续攀升与产品价格难以突破的矛盾，管理流程复杂化与运营效率停滞的悖论，员工动能衰减与创新活力匮乏的循环。六年前的浙江锦华新材料，正是这些痛点的缩影――管理基础薄弱、组织架构紊乱、干部队伍冗余，而一起重大安全事故更让我们彻底跌入发展谷底。 在生死存亡的转折点上，我们选择拥抱变革，与霍尼韦尔携手开启卓越运营征程。回顾初期，面对“精益管理是否纸上谈兵”的质疑、“流程优化增加负担”的抱怨，我们曾经历无数个辗转难眠的夜晚。但霍尼韦尔卓越运营体系（HES）带来的不仅是方法论，更是重塑企业基因的变革智慧。 在霍尼韦尔专家团队的深度赋能下，我们探索出独具锦华特色的实践路径：建立“午餐会”机制 ，打破管理层与一线员工沟通壁垒，让改善提案在轻松氛围中自然流淌；打造“楼梯文化”，将每个台阶转化为精益理念传播阵地，使卓越运营融入日常工作场景；推行“赛马机制”，通过良性竞争激发团队潜能，让每个单元都成为效益提升的发动机。 这些植根于HES体系又结合企业实际的创新实践，使精益管理从概念框架转化为可触摸的运营实效。六年来，我们实现了令人瞩目的蜕变：营业收入实现3倍跨越，从曾经连奖金都难以发放到如今持续创造价值；建立行业标杆级管理体系，从根本上扭转管理混乱局面；打造全员改善文化，让每位员工都成为卓越运营的践行者和受益者。 这份白皮书，是我们与霍尼韦尔携手探索制造业转型路径的真诚记录。我们坚信，中国制造业的高质量发展需要更多企业勇于迈出变革步伐。希望通过我们的实践分享，能为正在转型升级道路上前行的同行们提供参考，共同提升中国制造的核心竞争力。 巨化集团浙江锦华新材料有限公司2025年11月 序 言 三 在中国制造业迈向高质量发展的关键阶段，我们深入研究了浙江锦华新材料股份有限公司的精益管理变革实践。这一研究不仅着眼于企业的经营改善，更旨在为中国制造业的转型升级提供具有学术价值和实践意义的参考样本。 锦华公司的转型升级具有显著的研究价值。作为曾经面临严峻经营挑战的集团“后进单位”，该公司通过六年的精益管理实践，成功实现了向行业标杆的跃升。其独特之处在于，这一转变主要依托于系统性管理创新，而非依赖大规模技术改造，这一路径选择为理解中国制造企业的转型升级提供了全新的视角。 本研究采用了深度访谈、现场观察和文献分析相结合的多元化案例研究方法。在研究过程中，我们不仅关注财务指标等显性成果，更致力于剖析其组织能力建设的深层机制。从精益变革领导团队的精心搭建，到精益管理模块的循序推进，再到“党建+精益”的特色创新实践，每个环节都生动展现了本土企业在吸收国际先进管理方法过程中的创新智慧和实践能力。 本研究的重要意义不仅在于成功精益变革经验的系统性梳理，更在于真实记录了企业转型过程中的挑战突破与实践智慧。我们秉持客观严谨的研究态度，力求完整呈现这一组织变革的全过程，使其成为兼具理论深度和实践指导价值的典型案例。 在此，谨向为本研究提供专业支持的霍尼韦尔专家团队、巨化集团以及锦华新材料公司表示诚挚感谢。我们期待通过这份案例研究，为学术界与实业界构建交流对话的桥梁，共同助力中国制造业实现高质量发展新突破。 上海科技大学创业与管理学院院长2025年11月 目 录 序言一························································································································································································· 1序言二························································································································································································· 2序言三························································································································································································· 3 第一章背景与动因：困境中的战略破局············································································································ 5 1.1企业概况与行业地位······························································································································································61.2历史挑战与管理困境····················································································································································· 61.3战略抉择：导入霍尼韦尔卓越运营体系·····································································································7 第二章战略架构： 领导先行与系统布局········································································································ 8 2.1构建“铁三角”领导核心：变革的引擎与舵手························································································92.2高层承诺与躬身入局：变革的示范与牵引······························································································10 第三章核心实践：精益运营系统的重构与赋能·························································································· 11 3.1层级职责会议：驱动日常运营革命···········································································································123.2改善机制：激发全员创新活力···················································································································153.3走动管理：从监督者到教练员的角色重构······························································································163.4模块融合与持续深化·····································································································································17 第四章基石保障：构建持续演进的组织能力······························································································· 19 4.1全面建设学习型组织····································································································································204.2打造阶梯式人才队伍·····································································································································214.3采用赛马激励机制·········································································································································234.4党建与精益深度融合·····································································································································24 第五章变革成效：多维价值的全面跃升···············