Vision and Mission, Objectives (future)
愿景和使命、目标（未来）
Vision：To be the world's leading provider of customised surgical instruments that enhance surgical safety and efficiency and improve patients' quality of life through innovative technology and superior quality.
愿景：成为全球领先的定制手术器械提供商，通过创新技术和卓越品质提高手术安全性和效率，改善患者的生活质量。
Mission：Through advanced manufacturing technology and flexible production methods, we provide high-quality, customised surgical instruments to meet the diverse surgical needs of medical professionals around the world, and promote the continuous progress of the medical industry.
使命：通过先进的制造技术和灵活的生产方式，提供高品质、定制化的手术器械，满足全球医疗专业人员多样化的手术需求，推动医疗行业不断进步。
Objectives：Sales to grow 25 per cent in the next financial year and gaining a leading position in original and newly developed markets.
目标：下一财年销售额增长25%，在原有市场和新兴市场取得领先地位。
Porter’s Generic Strategies Analysis
波特的通用策略分析
Current Strategies——Cost Leadership
当前战略——成本领先
types | evidence |
Scope—Total market | SJ sells surgical instruments across the globe, predominantly in Europe and also started to export to Africa and some East Asia countries in recent yearsSJ sells surgical instruments across the globe, predominantly in Europe and also started to export to Africa and some East Asia countries in recent years. |
Their products cover five types including Surgical Scissors, Forceps, Hooks and Retractors, Scalpel handles, and Needle holders. There are 75 different scissor products available at the moment in the surgical scissor catalogue list | |
Competitive Advantage—Cost Focus | SJ at the present sells more standard (general) products than specialist products, and is not able to respond much to customization requests |
Future Strategies——Differentiation
未来策略——差异化
types | Objective |
Scope—Total market | focusing on the total market involves serving a wide or broad range of customers, but still aiming for differentiation |
Competitive Advantage—Differentiation | stand out to the larger customer base by offering unique products or services that are valued across different segments |
The Ansoff Matrix
安索夫矩阵
Current Strategy—Market Penetration
当前策略——市场渗透
Type | Evidence |
Existing Market | SJ failed the competition with IME for establishing collaboration to enter the South America market with the local business PRODUCO SURGICAL INSTRUMENT (PSI) |
SJ failed to be unselected by PSI to explore the South America market, again due to the lack of advanced production methodology. | |
Existing Products | however has to attempt to export more to developing countries due to more demand for customised products from buyers in Europe that SJ cannot fulfil because their production approach is very much lacking flexibility. |
The present production method also stops SJ’s engagements with some sophisticated and complex specialist products |
Future Strategy—Diversification
未来战略——多元化
Diversification: Focus on new market and new products. Identify potential growth markets, innovate product lines, and develop diversified products that meet local needs through in-depth understanding of the needs of new markets, in order to gain a first-mover advantage and enhance long-term competitiveness.
多元化：专注于新市场和新产品。通过深入了解新市场的需求，识别潜在增长市场，创新产品线，开发符合当地需求的多元化产品，以获得先发优势，增强长期竞争力。
Customer segmentation
客户细分
European market (high-end market - customisation needs, focus on after-sales and technical support)
欧洲市场（高端市场-定制需求，注重售后和技术支持）
Affordability: Hospitals and clinics in Europe usually have more purchasing power, especially large hospitals and high-end clinics. These customers are willing to pay higher prices for high-quality and customised surgical instruments. Their decision-making often involves consideration of long-term investment, especially in terms of quality, stability and service of medical devices.
可负担性：欧洲的医院和诊所通常具有较强的购买力，尤其是大型医院和高端诊所。这些客户愿意为高质量和定制的手术器械支付更高的价格。他们的决策往往涉及长期投资的考虑，尤其是医疗器械的质量、稳定性和服务方面。
Customer segments: These include hospital purchasing departments, heads of independent clinics, and surgeons who have high specialisation needs. For example, certain difficult surgeries or customised needs may require specific surgical instruments (e.g. products with high precision requirements and ergonomic design).
客户群：包括医院采购部门、独立诊所负责人以及具有高专业化需求的外科医生。例如，某些高难度手术或定制需求可能需要特定的手术器械（例如具有高精度要求和人体工学设计的产品）。
Lifecycle stage: In the European market, hospitals and high-end clinic customers may be in the maturity stage, which means that they have a high degree of stability in their needs and will regularly upgrade their equipment based on long-term requirements. Therefore, companies can maintain customer loyalty through continuous product innovation and customised services.
生命周期阶段：在欧洲市场，医院和高端诊所客户可能处于成熟阶段，这意味着他们的需求具有高度的稳定性，会根据长期需求定期升级设备。因此，企业可以通过持续的产品创新和定制服务来维持客户忠诚度。
Customer maintenance: Provide continuous technical support, product upgrades and training services. Establish a long-term relationship with customers to increase added value.
客户维护：提供持续的技术支持、产品升级和培训服务。与客户建立长期合作关系，增加附加值。
？？Markets (Sinking Markets -)
？？市场（下沉市场-）
Economic Ability:
经济能力：
Occupation/Industry:
职业/行业：
Life Cycle Stage: Customer Maintenance:
生命周期阶段：客户维护：
Product lifecycle
产品生命周期
market | Product lifecycle | Main target | strategy |
Europe | Maturity | Maintain market share and increase customer loyalty | Provide customised and innovative products |
Strengthen brand building and market reputation | |||
Provide high-quality after-sales service to enhance customer satisfaction | |||
Achieve large-scale production, reduce costs, price competition and provide value-added services | |||
?? | Introduction | Cultivate market demand, capture market first mover advantage and build brand awareness | Enter the market as early as possible to seize the first-mover advantage |
-Provide cost-effective products to meet basic functional requirements | |||
Organise market education activities to enhance brand awareness | |||
Build long-term relationships with local hospitals and clinics | |||
Localise operations and adapt products and services to market needs |
The Puttick Grid
普蒂克网格
1. Strategic Position
一、战略地位
Strengths: Long-standing reputation, financial stability, and a wide range of products.
优势：长期声誉、财务稳定、产品范围广泛。
Weaknesses: Outdated, labor-intensive production processes, high production costs, limited customization ability.
缺点：生产流程落后、劳动密集型、生产成本高、定制能力有限。
Market Trends: Increasing demand for specialized and customizable surgical instruments, particularly in developed markets.
市场趋势：对专业和可定制手术器械的需求不断增加，特别是在发达市场。
2. Opportunities
2. 机会
Market Expansion: High potential for entering developed markets with sophisticated and customizable products.
市场扩张：凭借先进和可定制的产品进入发达市场的巨大潜力。
Industry 4.0: Adoption of advanced production technologies (e.g., 3D printing) to enhance efficiency and meet customization demands.
工业4.0：采用先进的生产技术（例如3D打印）来提高效率并满足定制需求。
Innovation: Ability to leverage expertise to develop specialized instruments for high-margin markets.
创新：能够利用专业知识为高利润市场开发专用工具。
3. Threats
3. 威胁
Competition: IME's advanced manufacturing processes and international network pose a significant challenge.
竞争：IME先进的制造工艺和国际网络构成了重大挑战。
High Costs: Swiss labor rates and reliance on manual processes erode competitive pricing.
高成本：瑞士的劳动力价格和对手工流程的依赖削弱了定价的竞争力。
Market Dynamics: European market saturation and failure to secure partnerships in South America.
市场动态：欧洲市场饱和且未能在南美建立合作伙伴关系。
4. Core Capabilities
4. 核心能力
Existing Strengths: Strong brand reputation and financial reserves.
现有优势：强大的品牌声誉和资金储备。
Gaps: Lack of flexibility and innovation in current production processes and insufficient response to customization demands.
差距：当前生产流程缺乏灵活性和创新性，对定制需求的响应不足。
5. Potential Actions
5. 潜在行动
Adopt AM/3D Printing: Transition to advanced manufacturing processes to reduce costs and enable customization.
采用 AM/3D 打印：过渡到先进的制造工艺以降低成本并实现定制。
Focus on Specialization: Prioritize the production of high-margin, specialized instruments.
专注于专业化：优先生产高利润的专业仪器。
Strategic Collaboration: Partner with distributors or companies in emerging markets to boost sales.
战略合作：与新兴市场的经销商或公司合作以促进销售。
Market Penetration: Use targeted marketing to regain and expand market share in Europe and Asia.
市场渗透：利用有针对性的营销来重新获得并扩大欧洲和亚洲的市场份额。
Order qualifier and order winner：
订单资格及订单获得者：
Order Qualifier：
订单资格：
Definition：The basic capabilities a company should have in the industry
定义：企业在行业中应具备的基本能力
Product Quality and Safety: Products must comply with standards
产品质量和安全：产品必须符合标准
Fast and reliable delivery：Ability to deliver products on time and quickly
快速可靠的交付：能够按时、快速地交付产品
Competitive pricing：Different products have different price positioning and supply different markets
有竞争力的定价：不同的产品有不同的价格定位，供应不同的市场
After-sales support：Guaranteed after-sales service, including equipment repair, training and installation
售后支持：有保障的售后服务，包括设备维修、培训和安装
Order Winner:
订单获奖者：
Definition: Competitive advantages that set a company apart from the competition
定义：使公司在竞争中脱颖而出的竞争优势
Customization: Currently the company does not have customization capabilities due to technological limitations. SJ can start offering customized products to its customers by introducing 3D printing technology to meet the expanding demand for customization in the market.
定制化：由于技术限制，目前公司不具备定制化能力。 SJ可以通过引入3D打印技术开始为客户提供定制产品，以满足市场不断扩大的定制需求。
Innovation：Launching new products and iterating them with newly introduced technologies to form our own competitive advantage.
创新：推出新产品，并用新引进的技术进行迭代，形成自己的竞争优势。
Reputation: SJ was formerly known for its high quality and fine handcrafted production, which attracted the trust of many high-end customers.
信誉： SJ以前以高品质和精细的手工制作而闻名，吸引了众多高端客户的信赖。
Delivery speed: SJ can improve its delivery capabilities and effectively improve its supply chain management by introducing 3D printing technology.
交付速度： SJ通过引入3D打印技术，可以提高交付能力，有效改善供应链管理。
BCG Matrix
卡介苗矩阵
Product | Description | Type | Measures |
needle holder / scalpel handle | Low market share low growth rate | dog | Maintain market leadership |
other generalize product | high market share low growth rate | Cash cow | expansionist investment |
Specialize product | Low market share High growth rate | Question mark | exit market |
Pareto Analysis
帕累托分析
As can be seen from the graph, 20 per cent of the products did not achieve 80 per cent of sales
从图中可以看出，20%的产品没有达到80%的销量
Organizational Structure for Stiery Jungfrau (SJ)
施蒂里少女峰 (SJ) 的组织结构
Functional Departments (Mid-Level Management)
职能部门（中层管理）
1. Supply Chain Management Department
1.供应链管理部
duty:
责任：
• Raw material procurement and management.
•原材料采购和管理。
• Logistics and supplier relationship maintenance.
•物流和供应商关系维护。
• Inventory optimization, to ensure the efficient operation of the production supply chain.
•库存优化，确保生产供应链高效运转。
• Principal: Supply Chain Director.
•负责人：供应链总监。
2. Human Resources (HR) Department
2. 人力资源部
duty:
责任：
• Talent recruitment, training and development.
•人才招聘、培训和发展。
• Employee performance evaluation and welfare management.
•员工绩效评估和福利管理。
• Labor relations and enterprise culture construction.
•劳动关系和企业文化建设。
• Responsible person: Director of Human Resources.
•负责人：人力资源总监。
3. Marketing Department
3. 市场部
duty:
责任：
• Market research and customer demand analysis.
•市场研究和客户需求分析。
• Brand promotion and marketing strategy formulation.
•品牌推广和营销策略制定。
• International market expansion and customer relationship maintenance.
•国际市场拓展和客户关系维护。
• Person in charge: Marketing Director.
•负责人：营销总监。
4. Product Development Department
4.产品开发部
duty:
责任：
• New product design and research and development.
•新产品设计和研发。
• Customized requirements development and support.
•定制需求开发和支持。
• Product lifecycle management.
•产品生命周期管理。
• Person in charge: Product Development Director.
•负责人：产品开发总监。
5. Quality Control Department
5. 品管部
duty:
责任：
• Supervise product quality and ensure compliance with industry standards.
•监督产品质量并确保符合行业标准。
• Conduct regular quality audits and improvements.
•定期进行质量审核和改进。
• Manage customer complaints and quality feedback.
•管理客户投诉和质量反馈。
• Responsible person: Director of Quality Supervision.
•负责人：质量监督总监。
6. Technology Department
6、技术部
duty:
责任：
• Promote the introduction and implementation of new technologies (such as 3D printing).
•促进新技术（如3D 打印）的引进和实施。
• Digitizing of the production technology and technology optimization.
•生产技术数字化和技术优化。
• IT system maintenance and data analysis support.
• IT系统维护和数据分析支持。
• Responsible person: Technical Director.
•负责人：技术总监。
7. Finance Department
7、财务部
duty:
责任：
• Budget management and financial planning.
•预算管理和财务规划。
• Cost control and financial statement analysis.
•成本控制和财务报表分析。
• Investment decision support.
•投资决策支持。
• Responsible person: Chief Financial Officer.
•负责人：首席财务官。
8. Sales Department
8. 销售部
duty:
责任：
• Develop sales goals and strategies.
•制定销售目标和策略。
• Develop new customers and maintain existing customers.
•开发新客户并维护现有客户。
• Sales data analysis and reporting.
•销售数据分析和报告。
• Responsible person: Sales Director.
•负责人：销售总监。
3. Reporting Relationships
3. 报告关系
Horizontal collaboration:
横向协作：
The product development department works closely with the quality supervision and technical departments to ensure the implementation of new technologies and product quality.
产品开发部门与质量监督、技术部门密切配合，确保新技术的实施和产品质量。
Longitudinal management:
纵向管理：
The department directors report directly to the CEO and attend regular executive meetings.
部门主管直接向首席执行官汇报并定期参加执行会议。
4. Key Features
4. 主要特点
Matrix collaboration: Due to the change of market demand and technology upgrading needs, interdepartmental departments need to cooperate efficiently (for example, marketing departments and product development departments work together to respond to customer customization needs).
矩阵协作：由于市场需求变化和技术升级需求，跨部门部门需要高效协作（例如营销部门和产品开发部门协同响应客户定制需求）。
Technology-driven and flexibility: With the introduction of technologies such as 3D printing, the technology and production sectors will play a more important role in the future.
技术驱动和灵活性：随着3D打印等技术的引入，技术和生产部门将在未来发挥更重要的作用。
International market support: Due to the decline in the market share in Europe, the company needs to strengthen the internationalization capabilities of its market and sales epartments.
国际市场支持：由于欧洲市场份额下降，公司需要加强市场和销售部门的国际化能力。
This organizational structure aims to balance SJs traditional production model with future technology requirements, while optimizing interdepartmental collaboration, improving efficiency and driving enterprise competitiveness in the Industry 4.0 era.
这一组织架构旨在平衡SJ传统生产模式与未来技术需求，同时优化部门间协作，提高效率，驱动工业4.0时代的企业竞争力。
4Vs
4V
general: volume high；variety low; variation in demand low; visibility low
总体：数量高；品种低；需求变化较小；能见度低
special: in the middle
特殊：在中间
customise: volume low: variety high; variation in demand high; visibility high
定制：数量低：品种高；需求变化较大；能见度高
Product process: jobbing process (special); batch process ( general)
产品工艺：滚压工艺（特殊）；批处理（一般）
Production and order: MTS
生产和订购：MTS
Capacity planning: level capacity
容量规划：级别容量
Production and Order: P-D Ratio Explanation
生产和订单：PD比率说明
1、Definition：The P-D Ratio measures the relationship between Production Lead Time (P) and Customer Demand Lead Time (D)
一、定义： PD比率衡量生产提前期（P）与客户需求提前期（D）之间的关系
Production Lead Time (P)：The time required to produce a product from start to finish, including procurement, manufacturing, and preparation for delivery.
生产前置时间（P） ：生产一个产品从开始到完成所需的时间，包括采购、制造、准备交付。
Customer Demand Lead Time (D): The time customers are willing to wait between placing an order and receiving the product.
客户需求提前期 (D)：客户在下订单和收到产品之间愿意等待的时间。
P < D (Ideal Scenario)：
P < D (理想情况) ：
The company can complete production within the customer’s acceptable waiting time.
公司可以在客户可接受的等待时间内完成生产。
No need for excessive inventory; production aligns with demand.
无需过多库存；生产与需求保持一致。
P > D (Challenging Scenario):
P > D（具有挑战性的场景）：
The production time exceeds what customers are willing to wait.
生产时间超出了客户愿意等待的时间。
This often requires maintaining significant inventory to meet customer expectations.
这通常需要维持大量库存以满足客户的期望。
SJ Company’s P-D Ratio
SJ公司的PD比率
Current status of SJ
SJ现状
Production Lead Time (P): High
生产提前期 (P)：高
Longer production time with traditional manufacturing methods
传统制造方法的生产时间更长
Lack of capacity to respond quickly and flexibly to demand
缺乏快速灵活响应需求的能力
Customer Demand Lead Time (D): Short
客户需求交货时间 (D)：短
Hospitals and surgical centers expect fast delivery due to urgent medical needs.
由于紧急医疗需求，医院和外科中心期望快速交付。
Competitors, like IME, with faster response times and agile production capabilities, pressure SJ Company to improve its P-D Ratio.
IME 等竞争对手具有更快的响应时间和敏捷的生产能力，迫使 SJ 公司提高其 PD 比率。
Current P-D Ratio: P > D
当前 PD 比率：P > D
Strategies to improve P-D Ratio
提高PD比率的策略
To optimize the P-D Ratio, SJ Company must focus on reducing P (Production Lead Time) and managing D (Demand Lead Time) effectively.
为了优化PD比率，SJ公司必须重点关注有效降低P（生产提前期）和管理D（需求提前期） 。
Reduction of production lead times through the application of 3D printing technology (P)
通过应用 3D 打印技术缩短生产周期 (P)
Using 3d printing technology can streamline the production process and help reduce manufacturing steps.
使用3D打印技术可以简化生产流程并有助于减少制造步骤。
Introduce Lean Manufacturing: Identify and eliminate non-value-adding processes (e.g., excessive material handling or waiting times).
引入精益制造：识别并消除非增值流程（例如过多的材料处理或等待时间）。
Enhance Supplier Collaboration
加强供应商协作
Optimizing demand lead times through stock buffers or regionalized production
通过库存缓冲或区域化生产优化需求交付时间
Forecasting and analyzing market demand, providing transparent delivery schedules and providing accurate levels of delivery based on orders
预测和分析市场需求，提供透明的交货时间表，并根据订单提供准确的交货水平
Use dynamic inventory management to optimize stock levels based on demand trends
使用动态库存管理根据需求趋势优化库存水平
Integrate Technology for End-to-End Optimization：
端到端优化集成技术：
Use ERP and demand forecasting tools to align production schedules with real-time demand.
使用 ERP 和需求预测工具使生产计划与实时需求保持一致。
Implement just-in-time (JIT) practices for inventory management.
实施库存管理的准时制 (JIT) 做法。
Increase customer trust and satisfaction by using digital production, allowing customers to see transparent order production progress
通过数字化生产提高客户信任度和满意度，让客户看到透明的订单生产进度
production process
生产流程
Types
类型
(1) Jobbing Processes：Each product may have a unique production method, focusing on meeting customized requirements; The need for high precision and complex manufacturing aligns with this type of process, but it comes with low efficiency and high production costs.
(1)加工工艺：每个产品可能有独特的生产方式，注重满足定制化需求；这种工艺需要高精度和复杂的制造，但效率低、生产成本高。
Batch Processes: Standardized products may be produced in small batches to improve efficiency; For standardized products targeting the lower-end market, small-batch production could partially achieve economies of scale.
批量生产：标准化产品可小批量生产，提高效率；对于面向低端市场的标准化产品，小批量生产可以部分实现规模经济。
2、Target Position for Optimizing Production Processes
2、优化生产流程的目标定位
Standardized Products: Mass Processes / Continuous Processes
标准化产品：批量流程/连续流程
Customized Products: Jobbing Processes or Batch Processes**
定制产品：作业流程或批量流程**
3、How to Transition from Current to Target State
三、如何从当前状态过渡到目标状态
(1) Segment Production into Two Lines：Implement automated assembly lines to focus on the lower-end market and improve production efficiency; Utilize flexible manufacturing systems to cater to high-end markets with complex customization needs.
（1）分段生产两条线：实施自动化流水线，主攻中低端市场，提高生产效率；利用灵活的制造系统来满足具有复杂定制需求的高端市场。
(2) Technological Upgrades: Introduce automation equipment in large-scale production to reduce reliance on manual labor and enhance efficiency; Use 3D printing and intelligent systems in customized production to enable rapid design and manufacturing of complex products.
（2）技术升级：大规模生产引入自动化设备，减少对人工的依赖，提升效率；在定制生产中使用3D打印和智能系统，实现复杂产品的快速设计和制造。
(3) Matrix Management Model: Allocate resources (human, equipment) based on market demands, employing a matrix management approach to ensure collaboration between standardized and customized production lines.
（3）矩阵管理模式：根据市场需求配置资源（人力、设备），采用矩阵管理方式，保证标准化生产线与定制化生产线的协同。
capacity planning
容量规划
1、Challenges in Capacity Planning
一、容量规划的挑战
(1) High labor dependency: Current production processes are labor-intensive, limiting capacity and scalability.
(1) 劳动力依赖性高：当前的生产过程是劳动力密集型的，限制了产能和可扩展性。
(2) Market demand variability: Balancing the production of standardized and customized products requires flexibility in capacity allocation.
(2)市场需求变化性：平衡标准化产品和定制产品的生产需要产能配置的灵活性。
(3) Complexity of products: High-precision and complex manufacturing processes increase lead time and strain production capacity.
(3)产品的复杂性：高精度、复杂的制造工艺增加了交货时间并紧张生产能力。
2、How Technology Department Works
2、技术部如何运作
(1) Implement automated production systems to reduce reliance on manual labor.
(1)实施自动化生产系统，减少对体力劳动的依赖。
(2) Use digital twins or simulation tools to forecast capacity requirements based on market trends.
（2）使用数字孪生或模拟工具根据市场趋势预测容量需求。
(3) Adopt smart production technologies to enhance flexibility and scalability.
（3）采用智能生产技术，增强灵活性和可扩展性。
Performance Objectives
绩效目标
Performance Objectives Framework
绩效目标框架
Dimension | Category | Objective Definition |
Quality | ·Product Quality ·Customer Satisfaction | Ensure all products meet medical device standards and enhance customer experience, especially for high-end products. |
Speed | ·Delivery Time ·Responsiveness | Provide fast order processing and delivery services for standardized and customized products. |
Dependability | ·On-Time D ·eliverySupply Chain Stability | Ensure on-time delivery rates meet expectations, avoiding supply chain issues that impact customer experience. |
Flexibility | ·Product Diversity ·Customization | Leverage 3D printing to enhance flexibility, meeting high-end and some mid-tier market customization needs. |
Cost | ·Operational ·Price Competitiveness | Reduce production and operational costs through 3D printing, maintaining price competitiveness in mid-to-low-end markets. |