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Gradually increase as China's railway investment at the beginning of 1998, the original \revealed. In order to adapt to the requirements of the design of new high-speed railway as well as the upgrading of the original railway line, railway equipment, technical specifications and technical parameters into the level multiplied many times over, to the original double barriers in the administrative licensing and technology licensing shield under the railway supporting enterprises facing new challenges. Selected K corporate representative in the industry as the object of study, analysis of the key strengths and weaknesses and found K enterprises to respond to future challenges, briefly listed as follows: first, the lack of internal innovation, performance management style and technological innovation aspects. Second, external sales experience and means much, can not effectively carry out the marketing and market penetration. Third, the internal key value chain business processes contain most of the responsibility is unclear, lead to the overall management of the high cost. Finally, the human resources reserve situation is not optimistic, can not effectively support enterprise development in the next 5-10 years, and the the K existing management mode is not conducive to innovative talent into. Based on the analysis of the above-mentioned problems, the goals to adapt to the change of K corporate innovation strategy: the transformation from labor-intensive manufacturing to a service-oriented manufacturing, from a purely technical innovation to the enterprise integrated innovation. Adaptability: First, the target customers of the enterprise K Railway Bureau of China Railway segment and the project team, services, advantages and disadvantages of direct impact to the K corporate profit gains in the industry. Second, when the pure technical innovation and superior leadership subordinate conflict management thinking, and promote technological innovation will become very difficult to provide innovative space compression is very small. Again, labor-intensive shift to service-oriented needs of future development of China's railway: high-speed upgrade of railway equipment poses a challenge to the Chinese railway equipment supporting enterprises, since 1998, a total of six great speed railway, the premise of speed railway The level of automation equipment constantly mentioned, and constantly improve the level of information. Therefore, in accordance with the requirements of the railway development, product innovation, in order to stabilize and enhance K Enterprises in the railway equipment market share. Finally, innovation can not be separated from the talent, but only provides innovative soil in order to attract innovative talent in K business transformation method, according to the K Enterprises rigid organizational structure, shareholders and worked in various departments of the enterprise is unclear post more actual situation, abandon mutation strategic change method, using progressive, spontaneous methods of propulsion - DMAIC - mainly to the implementation of the method, DMAIC method is one of the core methodology of Six Sigma aims to enhance the The value of the product value chain in the implementation of the results, and to enhance the comprehensive competitiveness of enterprises; same time, on the means of implementation, and performance appraisal to establish contacts to make employees happy to improve the working, innovative, spontaneous propulsion and smooth management transition. However, it should be noted that, according to the requirements of the Six Sigma implementation, K all relevant aspects of the enterprise in the transformation of the innovative foundation is not strong, mainly reflected in: First, K corporate organizational model ineffective communication and coordination. Second, extensive management style, there is no process concept. Third, the degree of enterprise information in a blank period, can not achieve the degree of timely monitoring signs. Fourth, the quality of personnel structure is insufficient to support the launching of the implementation plan. Fifth, the lack of technical research and development capabilities, \Finally, the overall \These missing will more or less affect the process and the effect of corporate restructuring, transformation of the basis of only the first structure to ensure the transformation of enterprise innovation goals, which is why this article is divided into two parts, the reasons for the implementation of the strategy stage. At the end of this article, with the K enterprises implement innovative transformation of strategic change and seeks the best business management practices, and to provide some inspiration for innovative upgrade.
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