本文關(guān)鍵詞：U公司持續(xù)改進(jìn)項(xiàng)目研究　出處：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

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【摘要】：進(jìn)入21世紀(jì),尤其是最近十來年的亞洲金融危機(jī),美國(guó)次貸危機(jī)以及歐洲債務(wù)危機(jī)以來,集成電路封裝測(cè)試代工行業(yè)在保持高速迅猛發(fā)展的同時(shí),市場(chǎng)競(jìng)爭(zhēng)也變得越來越激烈了。企業(yè)之間相互比拼的不再是單一的質(zhì)量或者價(jià)格,而是包括質(zhì)量,良率(合格率),價(jià)格(成本),交貨周期(生產(chǎn)制造周期),售后服務(wù)的質(zhì)量與響應(yīng)速度在內(nèi)的綜合指標(biāo)。因此,要想提高客戶滿意度從而獲得更多的訂單,就必須提升企業(yè)的綜合競(jìng)爭(zhēng)力(包括提供比競(jìng)爭(zhēng)對(duì)手更低的價(jià)格(成本),更高的質(zhì)量,更快的交貨周期等等)。但是,要如何才能夠快速有效的全面提升企業(yè)的綜合競(jìng)爭(zhēng)力呢? 另一方面,越來越多的企業(yè)家與管理層每天都在發(fā)出這樣的抱怨,他們認(rèn)為現(xiàn)在的員工不好管理,不好激勵(lì),不積極主動(dòng),不努力工作。。。大家都在說要建立好的企業(yè)文化,讓員工有家的感覺,以便留住人才并激勵(lì)員工更加積極主動(dòng)更加努力工作,但如何才能建立好的企業(yè)文化,如何做才能更好的留住人才并管理與激勵(lì)員工,這個(gè)問題到今天依然是很多的企業(yè)老板與管理層頭疼的問題。 本文以一家跨國(guó)集成電路封裝測(cè)試代工企業(yè)---U公司為背景,介紹了U公司在生產(chǎn)運(yùn)營(yíng)的過程中所遇到的問題,比如產(chǎn)品質(zhì)量每況愈下導(dǎo)致客戶抱怨不斷增加,制造成本居高不下造成企業(yè)嚴(yán)重虧損,交貨周期(生產(chǎn)制造周期)冗長(zhǎng)迫使客戶轉(zhuǎn)移訂單到競(jìng)爭(zhēng)對(duì)手手中,等等。而且,公司也面臨員工工作沒有積極性,好員工難以留住,公司也想找到突破口建立良好的企業(yè)文化以激勵(lì)員工,讓員工更開心積極主動(dòng)地為公司工作并愿意留在公司與公司一起成長(zhǎng)。公司通過在全廠范圍內(nèi)推行持續(xù)改進(jìn)活動(dòng),培訓(xùn)種子選手,成立以總經(jīng)理與部門經(jīng)理為主的持續(xù)改進(jìn)推進(jìn)委員會(huì),宣導(dǎo)動(dòng)員與生產(chǎn)制造密切相關(guān)的幾個(gè)部門的資深員工積極參加持續(xù)改進(jìn)小組活動(dòng),取得一定成績(jī)后管理層在全公司范圍內(nèi)舉行盛大的競(jìng)賽與表彰大會(huì),為第一期的活動(dòng)進(jìn)行評(píng)比,表彰與總結(jié)。然后第二期再擴(kuò)大范圍推而廣之到全公司所有部門員工積極參與持續(xù)改進(jìn)小組活動(dòng)。 通過實(shí)踐證明,推行持續(xù)改進(jìn)活動(dòng)能夠快速而有效地提高質(zhì)量,降低成本,縮短交貨周期從而提升公司在制造運(yùn)營(yíng)方面的綜合競(jìng)爭(zhēng)力,而更為重要的是,通過推行持續(xù)改進(jìn)活動(dòng)在全公司形成了很好的企業(yè)文化,員工不再是難以管理與激勵(lì),核心員工的穩(wěn)定性也大為改觀,員工不再是被動(dòng)消極的應(yīng)付問題,而是積極主動(dòng)地去發(fā)現(xiàn)問題并解決問題,部門之間的員工也不再是成天的爭(zhēng)吵與推委,而是溝通協(xié)調(diào)團(tuán)隊(duì)合作一起努力。 在此,作者希望持續(xù)改進(jìn)方法也能在其他企業(yè)得到應(yīng)用和推廣,并對(duì)企業(yè)在提升綜合競(jìng)爭(zhēng)力與改進(jìn)企業(yè)文化方面起到積極有效的作用。
[Abstract]:In 21th century, especially since the Asian financial crisis, the subprime mortgage crisis in the United States and the European debt crisis, the integrated circuit packaging and testing contract industry has maintained a rapid development at the same time. Market competition is also becoming more and more intense. Firms are competing with each other not for a single quality or price, but for quality, yield (qualification rate, price (cost)). Delivery cycle (manufacturing cycle, quality of after-sales service and response speed). Therefore, to improve customer satisfaction to obtain more orders. It is necessary to improve the overall competitiveness of the enterprise (including offering lower prices than competitors (cost, higher quality, faster delivery cycle, etc.). How to quickly and effectively enhance the comprehensive competitiveness of enterprises? On the other hand, more and more entrepreneurs and management complain every day that employees today are not well managed, motivated and not proactive. Don't work hard. Everyone is talking about building a good corporate culture, making employees feel at home, in order to retain talent and motivate employees to work more actively and harder, but how to build a good corporate culture. How to better retain talent and manage and motivate employees is still a headache for many business owners and managers today. This paper introduces the problems encountered by U Company in the process of production and operation under the background of a multinational IC packaging and testing contract company-U Company. For example, the deterioration of product quality leads to increasing customer complaints, high manufacturing costs and heavy losses, and the lengthy delivery cycle (manufacturing cycle) forces customers to transfer orders to competitors. And so on. Moreover, the company also faces the employee not to work the enthusiasm, the good employee is difficult to retain, the company also wants to find the breakthrough to establish the good enterprise culture to encourage the employee. Make employees more happy and proactive to work for the company and willing to stay with the company to grow. The company through the implementation of continuous improvement activities throughout the plant, the training of seed players. Set up a continuous improvement promotion committee with general manager and department manager as the main body to advocate and mobilize senior staff of several departments closely related to production and manufacturing to participate actively in the continuous improvement group activities. After making certain achievements, the management held a grand competition and commendation meeting throughout the company to evaluate the first phase of the event. Recognition and summary. Then the second phase to expand the scope of the company to all departments actively participate in continuous improvement group activities. It has been proved by practice that continuous improvement can improve the quality, reduce the cost, shorten the delivery period and enhance the comprehensive competitiveness of the company in manufacturing and operation. Through the implementation of continuous improvement activities in the company has formed a good corporate culture, employees are no longer difficult to manage and incentive, core staff stability is also greatly improved, employees are no longer passive and passive coping problems. Instead of actively identifying and solving problems, the interdepartmental staff are no longer arguing and selecting committees all day long, but communication and coordination teams work together. Here, the author hopes that the continuous improvement method can also be applied and popularized in other enterprises, and play an active and effective role in enhancing the comprehensive competitiveness and improving the corporate culture.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.63

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