【摘要】：豐田公司以其生產(chǎn)方式(Toyota Production System:TPS)和精益的管理模式著稱,而持續(xù)改善則是豐田生產(chǎn)方式與管理模式的基礎(chǔ)。豐田的改善要求以需求作為出發(fā)點(diǎn),從局部到整體進(jìn)行改善,改善不是一次性的改善,而是要不斷地改善,是一個(gè)持續(xù)的過程。在持續(xù)改善的過程中,豐田公司要求員工使用豐田的問題解決法(Toyota Business Practices:TBP)來發(fā)現(xiàn)問題、分析問題、確定目標(biāo)、查找原因、制定對策并貫徹實(shí)施,之后再對整體的改善進(jìn)行評價(jià),最終將問題的解決方式流程化,并應(yīng)用到下一個(gè)改善案例中。持續(xù)改善的能力是一個(gè)企業(yè)核心競爭力的一部分,只有不斷改善才能更好的適應(yīng)市場的變化,適應(yīng)社會的進(jìn)步與發(fā)展。一汽豐田汽車銷售有限公司是融合了一汽精神與豐田生產(chǎn)方式、管理模式的合資公司,也是將持續(xù)改善的工作方式運(yùn)用在公司方方面面的典范。公司通過及時(shí)調(diào)整組織結(jié)構(gòu)與工作流程、建立牽引體制、薪酬晉升體系、能力體系,在全公司范圍內(nèi)推行持續(xù)改善。本文基于持續(xù)改善的理論,以本人在一汽豐田汽車銷售有限公司工作時(shí)的兩個(gè)實(shí)際案例“取消整車儲備金、建立零件保證金的改善案例”與“零件結(jié)算方式變更的改善案例”為研究對象,闡述如何運(yùn)用豐田的問題解決法對待工作中遇到的問題,并持續(xù)改善。改善的最終目的是消除浪費(fèi),提高工作效率,本文通過研究發(fā)現(xiàn)豐田的持續(xù)改善方式不僅達(dá)到了這樣的效果,更是建立了標(biāo)準(zhǔn)的工作流程,加強(qiáng)了各個(gè)層級的溝通,提倡全員參與,提高了員工的工作積極性,創(chuàng)造出更多的價(jià)值。本文希望通過對豐田持續(xù)改善工作方式的研究,為豐田工作方式的本土化實(shí)踐起到一定的推動(dòng)作用,也為我國其他企業(yè)帶來一些啟示與指導(dǎo)。
[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.
【學(xué)位授予單位】：對外經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.471

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