《江淮汽车顾客链管理模式创新研究与应用》由会员分享，可在线阅读，更多相关《江淮汽车顾客链管理模式创新研究与应用（75页珍藏版）》请在金锄头文库上搜索。
1、合肥工业大学 硕士学位论文 江淮汽车顾客链管理模式创新研究与应用 姓名：张伟 申请学位级别：硕士 专业：项目管理 指导教师：梁昌勇 2010-10 - 江淮汽车顾客链管理模式创新研究与应用 摘 要 江淮汽车顾客链管理模式创新研究与应用 摘 要 近年来，中国企业随着市场大环境的改善不断地发展成熟，用户对企业响 应速度的期望越来越高。随着企业越做越大，如何让顾客满意，让企业内部各 个部门、班组快速响应市场需求、高效执行上级决策成为公司越来越重要的问 题。国内外已有一些企业做了有益的尝试，但并不能照搬到江淮汽车公司（以 下简称江汽）。中国汽车行业处在大发展阶段，江汽公司在规模和效益上都迅 速膨胀，在
2、快速变大的同时，也伴生了这样那样的问题。为了避免大企业病， 江汽公司必须探索出一套适合自己特色的响应体系，结合职能型的事业部运作 模式，满足多产品线的不同运作。 本文在分析国内外大规模制造行业先进企业经验的基础上， 通过问卷调查、 访谈等形式，厘清江汽公司管理体系现状，设计了采购、研发、生产、销售以 及物流等业务流程的再造优化方案，以图改变目前组织结构不清、部分业务主 体责任模糊、信息传递不及时、协调合作能力不强等问题；以市场拉动，通过 在主要业务链中各个环节的机制保证来体现市场的压力，并将市场压力层层传 感给相应的责任部位；提出迷你经营/成本单元概念，将企业内部各单位划分成 大小不等的自主经
3、营单元，从而提高员工成本意识，激发经营活力。 论文分为 5 章，第 1 章绪论，第 2 章顾客链管理思想和方法，第 3 章江汽 公司管理体系及顾客链管理存在的不足，第 4 章江汽公司顾客链管理体系总体 设计方案，第 5 章顾客链管理体系实施。 根据论文分析，通过建立内部顾客链机制以及业务优化再造来传递市场的 压力，使公司内部各单位真正意识并承担经营责任；另一方面，企业文化建设 及特殊管理工具的运用，为加强团队合作避免部门绩效短视提供了有力保障， 从而使各部门单位快速响应市场，提高客户满意度，提升江淮汽车的竞争力。 关键词：关键词： 顾客链；价值创造过程； 迷你经营/成本单元 - 1 JAC C
4、ustomer Chain Management Innovation Research and Application ABSTRACT In recent years, the Chinese Enterprise developed unceasingly along with the market environments improvement maturely; the users demand was getting higher and higher to the enterprise speed of responses expectation. With the fact
5、that enterprise is getting bigger as composing more , how, the customer to be satisfied , make enterprise internal, each branches , working group fleetness respond to market demand , high-effect implementation higher authority decision-making become manufacturers headache problem. Some enterprise ha
6、s already made beneficial trial at home and abroad, but can not be copied to the JAC Motors (hereinafter referred to as JAC). Chinas auto industry in a phase of great development, JAC rapidly inflates in the scale and the benefit, while fast fill-out, also associated like this such question. In orde
7、r to avoid large enterprises disease, Jiang gas companies must explore the characteristics of a suitable response system, combined with the functions of the division-type operation mode, multi-product line to meet the different operations. this article in analyzes the domestic and foreign large-scal
8、e manufacture profession in the foundation, through forms and so on questionnaire survey, interview, grasps the river steam corporate management system present situation and the question, has designed through operation flow restorations and so on purchase, research and development, production, sale
9、as well as physical distribution optimizes, by the chart change present organizational structure unclear, the partial service main body responsibility is fuzzy, information transmission not prompt, coordinated cooperation ability not strong and so on questions; By market drawing, through each links
10、mechanism guarantee manifests the market in the essential service chain the pressure, and the market pressure layer upon layer sensing for the corresponding responsibility spot, proposes the new customer chain management operation plan. Paper is divided into five chapters, Chapter 1 Introduction Ana
11、lysis, Chapter 2 customer chain management ideas and methods, Chapter 3 JAC management system and customer chain management deficiencies, Chapter 4 JAC customer chain management system design plan, Chapter 5 customer chain management - 2 system implementation. Analysis based on paper, through the es
12、tablishment of internal customers and business optimization recycling chain mechanism to transfer the pressure of the market, all units within the company take a real sense of pressure; the other hand, corporate culture and the use of specific management tools, to strengthen the team to avoid the se
13、ctor performance short-sighted to provide a strong guarantee to all departmental units respond quickly to market, improve customer satisfaction, enhance the competitiveness of JAC. Keywords: Customer chain ；Value creation process ；Mini Corporate /Cost Unit - 5 插图清单 插图清单 图 2-1 丰田生产系统构架图-11 图 2-2 丰田拉动
14、式生产示意图-13 图 2-3 丰田团队示意图 -14 图 3-1 江准汽车股份有限公司 2008 年组织结构图-28 图 4-1 顾客链管理体系构架图-30 图 4-2 江汽管理体系构架图-31 图 4-3 市场关系图-32 图 4-4 非市场化关系图-33 图 4-5 企业经营过程识别图-34 图 4-6 研发体系框架图-37 图 4-6 设计研发流程图-38 图 4-7 C 级车设计正向开发示意图-38 图 4-8 设计研发项目管理图-39 图 4-9 供应商管理流程图-39 图 4-9 采购执行流程图-40 图 4-10 工艺路线图-40 图 4-11 人力资源支持过程示意图-42 图 4-12 财务管理支持过程图-42 图 4-13 设备管理流程图-49 图 5-1 江准汽车股份有限公司 2009 年组织结构图-49 图 5-2 技术评审示意图-51 图 5-3 制造
