日立汽车系统株式会社全球质量管理体系优化研究

发布时间：2018-03-29 10:50

本文选题：全球质量保证体系　切入点：IT技术与质量管理体系　出处：《吉林大学》2017年硕士论文

【摘要】：日立的汽车零部件事业起步于1930年的汽车电装品国产化,历经发展,于2004年吸收合并了东机工和优喜雅。2009年7月,为加速企业的经营,日立汽车系统株式会社从株式会社日立制作所分离,专注于汽车零部件事业的发展。日立汽车系统株式会社(Hitachi Automotive Systems,Ltd)成立于2009年,2015年共有正式员工39700人,营业额1兆11亿日元。在美洲有9个工厂,在欧洲有5个工厂,在东南亚有6个工厂,在中国有10个工厂。日立汽车系统株式会社最初是由日立汽车发动机零部件公司收购其他两家同行业公司而组成的。而此三家公司在美洲,欧洲,亚洲(包括中国及东南亚)又设立有不同的子公司,这些公司及其子公司运行的质量管理体系也是不一样的,这样就造成了一国三制,甚至部分海外分公司存在同一个公司因为生产三个公司的产品而导致同样的事情需要使用三种不同的流程去对应。虽然在日立汽车系统株式会社成立初期,公司品质保证本部有对各公司的品质管理体系进行了纲领性要求,但因纲领性规定未对各流程及职责进行具体的明确,因此实施性不强,导致各分公司之间的沟通也存在障碍,对集团公司的管理及资源造成了很大的浪费。为了整合各公司及其子公司的资源,日立汽车系统株式会社提出了“We Are One”的公司发展战略,在“整体最适”的思想指引下,对公司文化及管理体制进行整合。在这种背景下,公司品质保证本部提出了对各分公司的质量管理体系进行整合,在以前的纲领性规定的基础上优化日立汽车系统株式会社全球质量管理体系SASG(Standards of Hitachi Automotive Systems for Global use)。该质量管理体系是建立在通过对比三个公司的制度标准,以好的部分为基础编制统一方案,建立能够以全球性共通的方法进行工作的SASG。且各事业所对日立总部日立制作所的要求的执行力度也不一样,不利于日立品牌的建设。因此怎么优化日立汽车系统株式会社全球质量管理体系,以达成以下目的,变得非常迫切。1)优化同步进行设计开发的机制2)优化防止过去失败重复发生的机制。3)优化品质保证的“We Are One”的企业文化贯彻机制。通过对日立汽车系统株式会社全球质量管理体系的优化,尤其是结合当今的IT技术,提升集团的整体质量保证体系的运行效率和效果,以保证最终的产品质量及用户满意度的提升。在面向工业4.0时代,为公司未来的发展及战略的实施奠定基础。
[Abstract]:Hitachi's auto parts business started in 1930 with the localization of automotive components. After development, in 2004, Hitachi absorbed and merged Dongji and Yousiya. July 2009, in order to speed up the operation of the enterprise, Hitachi Automotive Systems Ltd. (Hitachi Automotive Systems Ltd.) was established in 2009 and employs 39700 employees in 2015. Turnover is 1 trillion 1.1 billion yen. There are 9 factories in America, 5 in Europe and 6 in Southeast Asia. There are 10 factories in China. Hitachi Automotive Systems Co., Ltd. was originally formed by Hitachi Motor engine parts Inc., which acquired two other companies in the same industry. The three companies are in the Americas, Europe, Asia (including China and Southeast Asia) also has different subsidiaries, and these companies and their subsidiaries also operate different quality management systems, thus resulting in a "one country, three systems" system. Even some overseas subsidiaries have the same company that produces the same products from three companies and needs to use three different processes to do the same thing. Although in the early days of Hitachi Automotive Systems, The quality assurance department of the company has programmatic requirements for the quality management system of each company, but because the programmatic provisions do not specify the specific procedures and responsibilities, the implementation is not strong, resulting in obstacles to communication among the branches. In order to integrate the resources of the companies and their subsidiaries, Hitachi Automotive Systems Co., Ltd. has put forward the "We Are One" company development strategy, under the guidance of "overall optimum". Integration of company culture and management system. In this context, the quality assurance department of the company proposes to integrate the quality management system of each branch, To optimize Hitachi's global quality management system SASG(Standards of Hitachi Automotive Systems for Global on the basis of previous programmatic provisions. The quality management system is based on comparing the institutional standards of the three companies. Work out a unified programme based on good parts and create a SASG that can work in a global way. And the demands of Hitachi at Hitachi's headquarters vary from cause to enterprise. It is not good for the construction of Hitachi brand. So how to optimize the global quality management system of Hitachi Automotive Systems Co., Ltd., in order to achieve the following objectives, Become very urgent. 1) optimize the mechanism of synchronous design and development. 2) optimize the mechanism of preventing past failures from recurring. 3) optimize the corporate culture implementation mechanism of "We Are One" of quality assurance. Optimization of global quality management systems, In particular, combining with today's IT technology, we can improve the efficiency and effect of the whole quality assurance system of the group, so as to ensure the final product quality and the improvement of customer satisfaction. For the company's future development and strategic implementation of the foundation.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F416.471;F273.2

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