Research On The Driving Mechanism And Path Of Lean Digital Transformation Of Manufacturing Enterprises From The Perspective Of Organizational Resilience

The proposal of "Made in China 2025" has promoted the development of intelligent manufacturing in manufacturing enterprises.Practice shows that in the process of optimizing the allocation of system resources in manufacturing enterprises,lean digitalization is a practical basis for intelligent manufacturing,which is conducive to promoting the rapid recovery and rebound of enterprises in adversity.However,due to the impact of external environment in the process of lean digitalization,enterprises show different forms in the process of lean digitalization transformation.Therefore,in the context of "scarcity of heterogeneous resources and weak ability to resist risks",this article discusses the mechanism and path of lean digital transformation of manufacturing enterprises from the perspective of organizational resilience.Firstly,this article analyzes the stages and characteristics of lean digital transformation.It also analyzes the multi-stage interaction between employees and managers from the individual level of organizational resilience by dynamic game model.The driving mechanism of lean digital transformation process is obtained.Secondly,the lean digital transformation path recommendation model is built through the hybrid algorithm of gray correlation(GRA)and cloud model(CM),and the lean digital transformation path of enterprises with different scale and structure is explored.Finally,a multi-case study is carried out for representative lean digital transformation enterprises.The enterprise adjusts its resources,structure,ideology(culture)and other aspects,and finally forms a stable and orderly local balance.The main conclusions of this article are as follows:(1)Lean digital transformation needs to be improved in five aspects,including "human machine,material,method and environment".It also optimizes and encourages the personnel of the enterprise from the source,so as to guide the balanced support of all links in the production management activities.In the "point and line" stage of lean digitalization,managers need to closely combine individual performance with the performance of their teams,and play the role of horizontal supervision and incentive;In the "face and cube" stage of lean digitalization,the team has a high degree of collaboration and the cost of employees’ efforts to participate in lean is low.Managers should fully mobilize the enthusiasm and creativity of employees.At this time,the absence of supervision on employees will maximize the expected benefits of the enterprise.Therefore,enterprises need to actively organize changes to stimulate the positive role of horizontal supervision.It is conducive to strengthening the information communication between employees and managers and achieving the strategic effect of "(1+1)>2".(2)In order to prevent path mismatch and resource mismatch,manufacturing enterprises need to regularly review the enterprise size.When the scale structure changes,enterprises need to actively adjust the lean digital transformation path.Large-scale enterprises gradually lower the lean digital idea from the enterprise leadership to all levels,which can bring broad development space for enterprises;Small and medium-scale enterprises need to focus more on responding to changes in the external market environment.It is more conducive to the innovation and upgrading of product technology and the cultivation of digital talents by promoting lean digitalization step by step.Only establishing a partnership mechanism between micro-scale enterprises and large-scale enterprises and making up for the disadvantages of enterprises,can we ensure the efficiency of digital transformation of manufacturing enterprises.(3)In the face of the impact of the external environment,the manufacturing enterprise is regarded as a dynamic system that meets the conditions for the formation of dissipative structure.Enterprises need to use lean digital tools to adjust their structure,resources and ideology(culture).Specifically,it includes reforming the new rank system,restructuring the integration of internal and external resources,improving the lean digital thinking of all staff,and promoting the transformation of resources from one-way access to two-way flow.This is conducive to forming a continuous positive cycle and improving the practicability of lean digitalization in the traditional manufacturing industry.