本文選題：精益生產(chǎn)　切入點(diǎn)：一線生產(chǎn)員工　出處：《電子科技大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：HRB公司是一家全國(guó)性快速消費(fèi)集團(tuán)下屬的一個(gè)生產(chǎn)基地(工廠),主要從事瓶裝熟啤酒的生產(chǎn)制造。在集團(tuán)公司的統(tǒng)一部署下進(jìn)行精益生產(chǎn)的推動(dòng),HRB公司已在設(shè)備的更新、流程的優(yōu)化等方面進(jìn)行全方位的精益生產(chǎn)導(dǎo)入。但是在一線生產(chǎn)員工的薪酬體系方面,依然沿用了過(guò)去使用多年的薪酬體系,在一定程度上阻礙了精益生產(chǎn)的進(jìn)一步推動(dòng):過(guò)度強(qiáng)調(diào)以崗定薪,阻礙了生產(chǎn)員工的“流動(dòng)”,難以形成真正的團(tuán)隊(duì)方式作業(yè);以量定獎(jiǎng),阻礙了“消除浪費(fèi)”的理念;員工學(xué)習(xí)新技能、新方法缺乏外在力量的驅(qū)動(dòng)。基于以上一系列原因,以往的薪酬體系已經(jīng)不能滿足公司日益發(fā)展的需要了,更加無(wú)法從人力資源角度來(lái)推動(dòng)精益生產(chǎn)在公司的進(jìn)一步發(fā)展。本文從HRB公司實(shí)施精益生產(chǎn)的角度出發(fā),結(jié)合調(diào)查結(jié)果,分析了現(xiàn)有薪酬體系對(duì)精益生產(chǎn)推動(dòng)和員工學(xué)習(xí)發(fā)展的不利因素;同時(shí)針對(duì)這些原因,對(duì)HRB公司一線生產(chǎn)員工的薪酬體系進(jìn)行再設(shè)計(jì),試圖尋找出一套符合HRB公司經(jīng)營(yíng)方向的新的薪酬體系方案。本篇論文分為6個(gè)部分:第一章是緒論,闡述HRB公司進(jìn)行一線生產(chǎn)員工的薪酬再設(shè)計(jì)的背景、研究目的、意義和方法。第二章是精益生產(chǎn)與薪酬管理的相關(guān)理論,主要闡述了精益生產(chǎn)的發(fā)展、目標(biāo)以及對(duì)人力資源的要求,另一方面闡述了現(xiàn)代薪酬管理的概念和理論,重點(diǎn)是3P-M模型、基于職位和技能的薪酬體系的設(shè)計(jì)。第三章是HRB公司精益生產(chǎn)推動(dòng)現(xiàn)狀和一線生產(chǎn)員工的薪酬體系的現(xiàn)狀描述、分析,分析其存在的與精益生產(chǎn)實(shí)施的沖突之處。第四章、第五章分別從HRB公司一線生產(chǎn)員工的薪酬體系原則規(guī)劃,基薪架構(gòu)和獎(jiǎng)金進(jìn)行有優(yōu)化設(shè)計(jì)。特別是全面引入了3P-M模型中的所有驅(qū)動(dòng)因素并結(jié)合了精益生產(chǎn)的目的與導(dǎo)向,意在為實(shí)施精益生產(chǎn)的快速消費(fèi)品企業(yè)的一線生產(chǎn)員工的薪酬體系的發(fā)展探索方向,以期提供具有可操作性一線生產(chǎn)員工的薪酬體系構(gòu)建方法,豐富企業(yè)薪酬體系建設(shè)的實(shí)踐。
[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.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.82

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本文編號(hào)：1650582