持续改善工作方式在一汽丰田的应用研究
发布时间：2019-06-18 23:32
【摘要】：丰田公司以其生产方式(Toyota Production System:TPS)和精益的管理模式著称,而持续改善则是丰田生产方式与管理模式的基础。丰田的改善要求以需求作为出发点,从局部到整体进行改善,改善不是一次性的改善,而是要不断地改善,是一个持续的过程。在持续改善的过程中,丰田公司要求员工使用丰田的问题解决法(Toyota Business Practices:TBP)来发现问题、分析问题、确定目标、查找原因、制定对策并贯彻实施,之后再对整体的改善进行评价,最终将问题的解决方式流程化,并应用到下一个改善案例中。持续改善的能力是一个企业核心竞争力的一部分,只有不断改善才能更好的适应市场的变化,适应社会的进步与发展。一汽丰田汽车销售有限公司是融合了一汽精神与丰田生产方式、管理模式的合资公司,也是将持续改善的工作方式运用在公司方方面面的典范。公司通过及时调整组织结构与工作流程、建立牵引体制、薪酬晋升体系、能力体系,在全公司范围内推行持续改善。本文基于持续改善的理论,以本人在一汽丰田汽车销售有限公司工作时的两个实际案例“取消整车储备金、建立零件保证金的改善案例”与“零件结算方式变更的改善案例”为研究对象,阐述如何运用丰田的问题解决法对待工作中遇到的问题,并持续改善。改善的最终目的是消除浪费,提高工作效率,本文通过研究发现丰田的持续改善方式不仅达到了这样的效果,更是建立了标准的工作流程,加强了各个层级的沟通,提倡全员参与,提高了员工的工作积极性,创造出更多的价值。本文希望通过对丰田持续改善工作方式的研究,为丰田工作方式的本土化实践起到一定的推动作用,也为我国其他企业带来一些启示与指导。
[Abstract]:Toyota is famous for its mode of production (Toyota Production System:TPS) and lean management mode, and continuous improvement is the basis of Toyota mode of production and management. Toyota's improvement requires demand as a starting point, from local to overall improvement, improvement is not a one-off improvement, but to continue to improve, is an ongoing process. In the process of continuous improvement, Toyota requires employees to use Toyota's problem-solving method (Toyota Business Practices:TBP) to find problems, analyze problems, determine goals, find out reasons, formulate countermeasures and implement them, and then evaluate the overall improvement, and finally process the solution to the problem and apply it to the next improvement case. The ability of continuous improvement is a part of the core competitiveness of an enterprise. Only by continuous improvement can we better adapt to the changes of the market and adapt to the progress and development of society. FAW Toyota Motor sales Co., Ltd. is a joint venture that combines FAW spirit with Toyota production mode and management mode, and is also a model for continuously improving the way of work in all aspects of the company. The company through timely adjustment of organizational structure and work flow, the establishment of traction system, salary promotion system, ability system, throughout the company to promote continuous improvement. Based on the theory of continuous improvement, this paper takes two actual cases of FAW Toyota sales Co., Ltd., "canceling the whole vehicle reserve, establishing the improvement case of part margin" and "the improvement case of the change of part settlement mode" as the research object, and expounds how to use Toyota's problem-solving method to deal with the problems encountered in the work and to improve continuously. The ultimate goal of improvement is to eliminate waste and improve work efficiency. Through the study, this paper finds that Toyota's continuous improvement not only achieves this effect, but also establishes a standard work flow, strengthens the communication at all levels, advocates the participation of the whole staff, improves the enthusiasm of employees and creates more value. This paper hopes that through the study of Toyota's continuous improvement of working mode, it will play a certain role in promoting the localization of Toyota's working mode, and will also bring some enlightenment and guidance to other enterprises in our country.
【学位授予单位】：对外经济贸易大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.471
[Abstract]:Toyota is famous for its mode of production (Toyota Production System:TPS) and lean management mode, and continuous improvement is the basis of Toyota mode of production and management. Toyota's improvement requires demand as a starting point, from local to overall improvement, improvement is not a one-off improvement, but to continue to improve, is an ongoing process. In the process of continuous improvement, Toyota requires employees to use Toyota's problem-solving method (Toyota Business Practices:TBP) to find problems, analyze problems, determine goals, find out reasons, formulate countermeasures and implement them, and then evaluate the overall improvement, and finally process the solution to the problem and apply it to the next improvement case. The ability of continuous improvement is a part of the core competitiveness of an enterprise. Only by continuous improvement can we better adapt to the changes of the market and adapt to the progress and development of society. FAW Toyota Motor sales Co., Ltd. is a joint venture that combines FAW spirit with Toyota production mode and management mode, and is also a model for continuously improving the way of work in all aspects of the company. The company through timely adjustment of organizational structure and work flow, the establishment of traction system, salary promotion system, ability system, throughout the company to promote continuous improvement. Based on the theory of continuous improvement, this paper takes two actual cases of FAW Toyota sales Co., Ltd., "canceling the whole vehicle reserve, establishing the improvement case of part margin" and "the improvement case of the change of part settlement mode" as the research object, and expounds how to use Toyota's problem-solving method to deal with the problems encountered in the work and to improve continuously. The ultimate goal of improvement is to eliminate waste and improve work efficiency. Through the study, this paper finds that Toyota's continuous improvement not only achieves this effect, but also establishes a standard work flow, strengthens the communication at all levels, advocates the participation of the whole staff, improves the enthusiasm of employees and creates more value. This paper hopes that through the study of Toyota's continuous improvement of working mode, it will play a certain role in promoting the localization of Toyota's working mode, and will also bring some enlightenment and guidance to other enterprises in our country.
【学位授予单位】：对外经济贸易大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.471
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