HRB公司精益生产下的一线生产员工薪酬体系再设计

发布时间：2018-03-22 22:04

本文选题：精益生产　切入点：一线生产员工　出处：《电子科技大学》2014年硕士论文　论文类型：学位论文

【摘要】：HRB公司是一家全国性快速消费集团下属的一个生产基地(工厂),主要从事瓶装熟啤酒的生产制造。在集团公司的统一部署下进行精益生产的推动,HRB公司已在设备的更新、流程的优化等方面进行全方位的精益生产导入。但是在一线生产员工的薪酬体系方面,依然沿用了过去使用多年的薪酬体系,在一定程度上阻碍了精益生产的进一步推动:过度强调以岗定薪,阻碍了生产员工的“流动”,难以形成真正的团队方式作业;以量定奖,阻碍了“消除浪费”的理念;员工学习新技能、新方法缺乏外在力量的驱动。基于以上一系列原因,以往的薪酬体系已经不能满足公司日益发展的需要了,更加无法从人力资源角度来推动精益生产在公司的进一步发展。本文从HRB公司实施精益生产的角度出发,结合调查结果,分析了现有薪酬体系对精益生产推动和员工学习发展的不利因素;同时针对这些原因,对HRB公司一线生产员工的薪酬体系进行再设计,试图寻找出一套符合HRB公司经营方向的新的薪酬体系方案。本篇论文分为6个部分:第一章是绪论,阐述HRB公司进行一线生产员工的薪酬再设计的背景、研究目的、意义和方法。第二章是精益生产与薪酬管理的相关理论,主要阐述了精益生产的发展、目标以及对人力资源的要求,另一方面阐述了现代薪酬管理的概念和理论,重点是3P-M模型、基于职位和技能的薪酬体系的设计。第三章是HRB公司精益生产推动现状和一线生产员工的薪酬体系的现状描述、分析,分析其存在的与精益生产实施的冲突之处。第四章、第五章分别从HRB公司一线生产员工的薪酬体系原则规划,基薪架构和奖金进行有优化设计。特别是全面引入了3P-M模型中的所有驱动因素并结合了精益生产的目的与导向,意在为实施精益生产的快速消费品企业的一线生产员工的薪酬体系的发展探索方向,以期提供具有可操作性一线生产员工的薪酬体系构建方法,丰富企业薪酬体系建设的实践。
[Abstract]:HRB is a production base of a national rapid consumer group, which is mainly engaged in the production and manufacture of bottled cooked beer. Under the unified deployment of the group, the company has been promoting lean production and has been upgrading its equipment. Process optimization and other aspects of the overall lean production introduction. But in the front-line production staff compensation system, still used in the past years of compensation system, To a certain extent, it hinders the further promotion of lean production: the excessive emphasis on fixed salary on the job hinders the "flow" of the production staff, and it is difficult to form a real team way of operation, and the concept of "eliminating waste" is hindered by the award of quantity; Employees learn new skills and new methods are not driven by external forces. For these reasons, the previous compensation system can no longer meet the growing needs of the company. From the perspective of human resources to promote the further development of lean production in the company. This article from the perspective of the implementation of lean production in HRB, combined with the results of the survey, This paper analyzes the unfavorable factors of the current salary system for the promotion of lean production and the development of employees' learning, and redesigns the compensation system of the first-line production staff of HRB Company for these reasons. This paper is divided into six parts: the first chapter is the introduction, expounding the background and purpose of the compensation redesign of HRB Company. The second chapter is the relevant theories of lean production and salary management, mainly expounds the development, goal and human resource requirements of lean production, on the other hand, expounds the concept and theory of modern salary management. The third chapter is the description and analysis of the status quo of lean production promotion and the compensation system of front-line production staff in HRB Company, which focuses on the 3P-M model and the design of salary system based on position and skill. Chapter four, Chapter five, respectively, plan the compensation system principle of the first-line production staff of HRB Company, and analyze the conflict between the existence and the implementation of lean production. The base salary structure and bonus are optimized. In particular, all the drivers in the 3P-M model are fully introduced and combined with the purpose and direction of lean production. The purpose of this paper is to explore the direction of the development of the compensation system for the first-line production staff in the FMCG enterprises with lean production, in order to provide an operable method for the construction of the compensation system of the first-line production staff and to enrich the practice of the construction of the compensation system in the enterprises.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.82

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