本案例由江南大学商学院的刘进教授团队撰写，江南大学商学院案例中心研究员郝婷婷全文改编，江南大学商学院案例中心研究员陈田田为责任编辑，作者拥有著作权中的署名权、修改权、改编权。

摘要：希捷是一家大型的跨国企业，1979年成立于美国。希捷科技有限公司是全球领先的数据存储与解决方案供应商，坚持稳健经营个人电脑、移动数据、企业数据存储和云存储等领域，拥有涵盖从家庭计算到企业数据中心的40多类产品。1995年，希捷落户无锡新加坡工业园，成立中国无锡工厂。25年，它从一个占尽时代的优势到真正以自身实力位居无锡纳税榜首的公司。是什么让它能在世界形势多变的年代仍能蓬勃发展，实现效率爆炸式增长？本案例主要描述了公司推行精益思想的过程中发生的一些典型的事件，以及管理层面对不同企业背景和社会环境而做出的选择。首先，公司在竞争激烈的情况下意识到需要做出改变，学习精益生产。于是前往日本参观学习，在丰田初识精益。之后，在工厂内部通过“看板管理”、“PDCA”和“3C”实现了表面精益。不断尝试之后，公司通过各种活动以听取员工意见和建立组织明确职责实现全厂精益生产。公司明确走精益办公创新之路，成立精益办公组委会，形成自发团队，传播精益思想。公司还改革组织架构，成立精益联盟。案例揭示了智能制造时代精益的不同玩法带来的不同寻常的结果，以期引导读者做出深入的思考。

关键词：精益思想；系统思考；组织文化；员工“互联”网；创新

Seagate (Wuxi): The Road to Lean Innovation

Abstract: Seagate is a large multinational corporation founded in 1979 in the United States. Seagate Technology Ltd. is a leading global provider of data storage and solutions, adhering to a solid business in the areas of personal computers, mobile data, enterprise data storage and cloud storage, with more than 40 products covering everything from home computing to enterprise data centers. in 1995, Seagate settled in the Wuxi Singapore Industrial Park and established the Wuxi factory in China. in 25 years, it has gone from being a dominant player in its own time to being a truly In 25 years, it has gone from being a company that dominated its time to truly being at the top of the taxation list in Wuxi with its own strength. What has enabled it to thrive and achieve explosive efficiency growth in an era of changing world conditions? This case describes typical events in the implementation of Lean thinking and the choices made by management in the face of different business and social environments. First, the company realized that it needed to make a change and learn about lean manufacturing in a highly competitive situation. The company went to Japan to learn about Lean, and was first introduced to Lean at Toyota. After that, the company implemented surface lean in the factory through Kanban, PDCA and 3C. After continuous experimentation, the company implemented Lean throughout the plant through various activities, listening to employees' opinions and establishing an organization with clear responsibilities. The company took a clear path of lean office innovation and established a lean office organizing committee to form a spontaneous team to spread lean ideas. The company also reformed its organizational structure and established a Lean Alliance. The case reveals the unusual results brought by different ways of playing Lean in the era of smart manufacturing, with a view to leading readers to make in-depth reflections.

Keywords: Lean thinking; Systems thinking; Organizational culture; Employee "connected" networks; Innovation