一汽—大众新车型项目的流程优化研究
摘要
一汽-大众新车型项目的流程优化研究
近年来随着汽车市场的增速放缓，汽车企业需要不断推出符合市场需求的新产品才能不被淘汰。如何在规定的时间内顺利的完成新车型的投产就变得极为重要。企业获得核心竞争力的有效途径就是在新产品开发中获得足够的优势。一汽-大众成立于1992年，随着公司规模不断扩大，产品线不断扩充，职能部门的分工越来越细化，对于车型项目的要求也越来越高，以目前行业的平均水平来看，一个车型从无到有，新车型项目从开始到正式量产，所需要的周期为48个月。在漫长的项目运营过程中，会遇到各种各样的困难与挑战，主要体现在项目运行效率低和部分流程空白等方面。如何利用先进的运营管理手段和理念，指导公司各相关部门按照项目要求完成各个阶段的任务，最终实现项目的顺利投产成为了目前项目运营的难题。
本文归纳流程管理的相关基本理论，重点叙述了流程重组的理论和企业的实际应用，在此基础上，为了实现新车型项目的流程优化目标，针对于现行的流程进行了深入剖析和研究，对一汽-大众公司内部现有的流程状态进行深入分析，查其在运行中的问题。重点分析了新车型项目阶段出现的周期性问题，公司内部职能与职责定位问题以及产品开发质量问题。利用流程重组相关理论，制定了产品开发流程的优化方案，适当调整了各阶段的主要任务；结合流程重组的相关方法，对现有的新车型项目中五大阶段进行细化拆分，识别出各阶段实现的关键路径，同时对细分后的阶段工作内容进行定义，适当调整每个阶段的检查点
设置，起到促进项目组重点关注的作用；考虑到一汽-大众新车型项目的实际运行状况，对检查点进行标准化和规范化管理，依据各检查点的工作内容清晰的列出通过检查点需要的交付条件，明确各部门的工作内容，达到提升项目整体运营效率，降低企业运营成本的目的。
一汽大众和上海大众的区别最后，为了保障流程优化方案的实施效果，提出了实施该方案的保障措施。为了保障优化方案的顺利推进，需要在流程上确保方案的实时更新，在组织上确保方案得到高层的授权推进，在制度上需要公司上下级顺畅的沟通。通过本次的研究，探索出一个适合一汽-大众公司的新车型项目流程的优化方案，通过里程碑的合理调整实现进一步的优化，提升公司新车型项目的整体运行进度，最大化的整合利用公司资源完成新车型项目。该流程优化方案需要不断根据项目完成需要进行调整，本方案也可以用作国内其他汽车制造企业效率提升的参考，同时后续也将结合方案的实际应用情况做进一步总结与改进。
关键词：
新车型项目，流程优化，汽车制造
Abstract
The Research of the Process Optimize on the New Model Project in
FAW-VW
In recent years, as the growth rate of the automobile market slows down, auto companies need to continuously introduce new products that meet market demand in order to be eliminated. How to successfully complete the commissioning of new models within the specified time becomes extremely important. An effective way for companies to achieve core competitiveness is to gain sufficient advantages in new product development. FAW-V olkswagen was established in 1992. With the continuous expansion of the company's scale, the product line has been continuously expanded, the division of labor of functional departments has become more and more detailed, and the requirements for vehicle models have become higher and higher. According to the current industry average, One model is from scratch, and the new model project starts from the beginning to the official mass production, and the required cycle is 48 months. In the long process of project operation, there will be various difficulties and challenges, mainly reflected in the low efficiency of the project operation and some process blanks. How to use advanced operational management tools and concepts to guide all relevant departments of the company to complete the tasks of each stage according to the project requirements, and finally realize the smooth operation of the project has become a difficult problem in the current project operation.
This paper summarizes the basic theories of process management, and focuses on the theory of proc
ess reorganization and the practical application of the enterprise. On this basis, in order to achieve the process optimization objectives of the new model project, the current process is deeply analyzed and studied. The existing process status
within FAW-V olkswagen is analyzed in depth to find out its problems in operation. The paper analyzes the periodic problems in the new vehicle project phase, the internal functions and responsibilities of the company and the quality of product development. Using the relevant theories of process reorganization, the optimization plan of the product development process was formulated, and the main tasks of each stage were appropriately adjusted. Combined with the relevant methods of process reorganization, the five major stages of the existing new model project were refined and identified. The key path of the stage realization, at the same time define the work content of the stage after the subdivision, adjust the checkpoint setting of each stage appropriately, and promote the key focus of the project team; taking into account the actual operation status of the FAW-V olkswagen new model project Standardize and standardize management of checkpoints, clearly list the delivery conditions required by checkpoints according to the work content of each checkpoint, and clarify the work content of each department to achieve the purpose of improving the overall operational efficiency of the project and reducing the operating costs of the enterprise.
Finally, in order to ensure the implementation effect of the process optimization plan, the safeguard measures for implementing the program are proposed. In order to ensure the smooth progress of the optimization plan, it is necessary to ensure the real-time update of the plan in the process, and ensure that the plan is authorized by the senior management in the organization, and the system needs the smooth communication between the company and the lower level. Through this research, we have explored an optimization plan for the new vehicle project process suitable for FAW-V olkswagen, and further optimized through the rational adjustment of milestones to improve the overall operation progress of the company's new model projects and maximize the utilization of company resources. Complete the new model project. The process optimization plan needs to be continuously adjusted according to the project completion needs. This solution can also be used as a reference for the efficiency
improvement of other domestic automobile manufacturing enterprises. At the same time, the actual application of the solution will be further summarized and improved.
Key Words:
New model project, Process optimization, Car production.

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