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MBA畢業論文_F集團網通制造部人力成本控制診斷研究DOC

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隨著我國貿易全球化步伐的加快,企業之間的競爭也日益激烈,要使之脫穎而出就 要具有成本管控理念。對于制造業人力成本管控是成本管控重要環節之一,做好人力成 本管控才能處于優勢地位。根據《中國企業社保白皮書 2018》顯示,調查的 84%制造 企業人力成本占總成本比重在 50%以內,而 F 集團網通制造部人力成本占比達到 62% 高于行業比重。什么原因導致人力成本居高不下,如何控制人力成本,提升部門競爭力 成為管理層迫切需要解決的問題。 本文以 F 集團網通制造部人力成本控制為診斷研究對象,運用文獻綜述法、人力成 本控制分析法、問卷調查法等科學方法,結合當今制造業對人力成本控制方案進行探索。 首先運用文獻綜述法對學術界的成本控制理論、效率成本、期望激勵和科學管理理論進 行了回顧與總結,再著重對人力成本控制的類別作闡述,同時也介紹了工業互聯新興戰 略概念。接著介紹了 F 集團網通制造部人力組織現狀,運用人力成本控制分析法對面臨 的政策法規、經濟行業環境、管理模式剖析集團所處困境和部門員工需求因子;采取問 卷調查法,選取職員填寫《人力成本控制調查表》,收集分析對部門的反饋意見與建議。 通過以上方法診斷出網通制造部在人力成本控制的主要問題,1.職員缺乏歸屬感離職 率超出行業均值 17%;2.培訓激勵模式陳舊,人力使用效率只有 87%未達到目標值 95%; 3.人力使用成本中存在工序職能重復、瓶頸工站等待工時浪費等問題。 基于診斷發現,本文有針對性地提出改善網通制造部人力成本控制的對策和措施, 1.建立關愛小組協同工會增加員工關切度,對 85&90 后增強其榮譽感與歸屬感,降低 人力離職成本;2.優化培訓激勵機制,增加對員工的知識與技能培訓,改變薪酬模式, 提升部門總體效率;3.引入工業互聯理念打造信息數據化線體,精簡重復工序,優化 瓶頸節點達到減員增效控制人力成本的效果。 通過對上述的診斷與研究,以 F 集團網通制造部為模版對其人力成本控制制定可行 方案。此模版可應用在 F 集團其它制造部與類似行業中,為制造企業人力成本控制提供 方案借鑒。 關鍵詞,人力成本控制;制造業;網通制造部II Abstract With the acceleration of the pace of globalization of China's trade, the competition among enterprises has become increasingly fierce. To make it stand out from the crowd, it is necessary to have a cost control concept. For the management of labor cost management is one of the important links of cost control, and the management of labor cost can be in an advantageous position. According to the Chinese Enterprise Social Security White Paper 2018, 84% of the surveyed labor costs accounted for about 50% of the total cost of the manufacturing, while the labor cost of the F Group's Netcom manufacturing department accounted for 62% of the total. What causes the high cost of labor, how to control the cost of labor, and enhance the competitiveness of the department has become an urgent problem for management. This paper takes the labor cost control of F Group Netcom Manufacturing Department as the research object, and uses the literature review method, labor cost control analysis method, questionnaire survey method and other scientific methods to explore the labor cost control scheme in combination with the current manufacturing industry. Firstly, the literature review method is used to review and summarize the cost control theory, efficiency cost, expectation incentive and scientific management theory in the academic world. Then it focuses on the category of human cost control, and also introduces the emerging strategic concept of industrial interconnection. Then it introduces the current situation of the human resources organization of the F Group Netcom Manufacturing Department. It uses the human cost control analysis method to analyze the dilemma of the group and the demand factor of the department in terms of policies and regulations, economic industry environment and management mode. The questionnaire survey method is adopted to select employees to fill out The Human Cost Control Survey Form collects and analyzes feedback and suggestions from the department. Through the above methods, the main problems of the labor cost control of the Netcom Manufacturing Department are diagnosed: 1. The staff lacks a sense of belonging, turnover rate exceeds industry average 17%; 2. The training incentive mode is outdated, and only 87% of the human use efficiency has not reached the target value of 95%; There are problems such as repeated process functions and waiting for waste at the bottleneck station in the cost of human use. Based on the diagnosis, this paper proposes countermeasures and measures to improve the labor cost control of Netcom Manufacturing Department: 1. Establish a caring team to increase employee concern, strengthen the sense of honor and belonging after 85&90, andIII reduce manpower turnover. Cost; 2. Optimize the training incentive mechanism, increase the knowledge and skills training for employees, change the salary model, and improve the overall efficiency of the department; 3. Introduce the concept of industrial interconnection to create the information data line body, streamline the repetitive process, optimize the bottleneck node to reduce the number of employees Effectively control the effect of labor costs. Through the above diagnosis and research, F Group Netcom Manufacturing Department is used as a template to develop a feasible plan for its labor cost control. This template can be applied to other manufacturing departments of F Group and similar industries to provide a reference for manufacturing enterprise human cost control. Key words: Labor Cost Control; Manufacturing Industry; Netcom manufacturing departmentIV 目 錄 摘要...........................................................................................................................................I Abstract ..................................................................................................................................... II 圖表清單..................................................................................................................................VI 第一章 緒論..............................................................................................................................1 1.1 研究背景和意義 ............................................................................................................. 1 1.2 文獻綜述 ......................................................................................................................... 3 1.2.1 成本理論................................................................................................................... 3 1.2.2 人力成本控制理論................................................................................................... 3 1.2.3 效率科學理論........................................................................................................... 5 1.2.4 人力成本控制戰略................................................................................................... 6 1.3 研究內容與方法 ............................................................................................................. 9 1.3.1 研究內容................................................................................................................... 9 1.3.2 研究方法................................................................................................................... 9 第二章 F 集團網通制造部簡介.............................................................................................11 2.1 F 集團簡介 ..................................................................................................................... 11 2.2 網通制造部組織介紹 ................................................................................................... 11 2.2.1 網通制造部組織架構............................................................................................. 12 2.2.2 網通制造部人力配置............................................................................................. 13 2.3 網通制造部人力結構 ................................................................................................... 15 2.4 本章小結 ....................................................................................................................... 17 第三章 網通制造部人力成本控制問題診斷........................................................................18 3.1 人力成本結構 ............................................................................................................... 18 3.2 網通制造部人力成本控制現狀 ................................................................................... 19 3.2.1 人員使用現狀......................................................................................................... 20 3.2.2 人員離職現狀......................................................................................................... 21 3.3 人力成本控制問題診斷 ............................................................................................... 23 3.3.1 調查問卷設計......................................................................................................... 23 3.3.2 樣本結構分析......................................................................................................... 24V 3.3.3 調查數據統計分析................................................................................................. 25 3.4 人力成本控制存在的問題及原因分析 ....................................................................... 33 3.4.1 人員缺乏歸屬感離職率高..................................................................................... 34 3.4.2 人力培訓激勵模式陳舊......................................................................................... 34 3.4.3 人力使用工序流程重疊......................................................................................... 35 3.5 本章小結 ....................................................................................................................... 35 第四章 網通制造部人力成本控制改善對策........................................................................36 4.1 降低離職率減少離職成本 ........................................................................................... 36 4.1.1 提升員工歸屬感..................................................................................................... 37 4.1.2 增加員工職業發展和輪崗機制............................................................................. 38 4.2 優化培訓激勵模式提升作業效率 ............................................................................... 39 4.2.1 優化現有培訓流程................................................................................................. 39 4.2.2 增加專業培訓提升員工技能................................................................................. 40 4.2.3 調整薪酬激勵模式................................................................................................. 40 4.3 引入工業互聯改善人力使用成本 ............................................................................... 43 4.3.1 網通制造部倉庫科方案導入................................................................................. 44 4.3.2 網通制造部 SMT 科方案導入............................................................................... 47 4.4 本章小結 ....................................................................................................................... 51 結 論........................................................................................................................................52
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