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论文编号：	15074
作者编号：	2320224147
上传时间：	2024/12/10 10:48:19
中文题目：	B汽车公司总装车间一线操作员工人需核定与配适优化研究
英文题目：	Research on the Optimization for the Headcount Planning and Allocation of Frontline Operator in Assembly Shop of B Automotive Corporation
指导老师：	袁庆宏
中文关键字：	汽车企业；总装车间；一线操作员工；人需核定；配适
英文关键字：	utomobile Enterprises; Assembly Shop; Frontline Operators; Headcount Planning; Allocation
中文摘要：	当前国内外汽车市场竞争激烈，技术创新推动产业升级；新能源汽车市场渗透率不断提高；自动驾驶技术快速发展；车联网技术使车辆更加智能化、网联化；政府出台一系列政策支持新能源汽车发展；汽车市场价格战不断升级。在此背景下，人力成本控制成为各大传统燃油车企共同面临的问题。总装车间一线操作员工是汽车生产的重要力量，他们直接影响着汽车的质量和企业的效率，确保总装车间一线操作员工与岗位的高度匹配是这些车企在人力资源管理上的重中之重。同时，多种因素带来的汽车产量的波动会导致企业对人员需求（以下简称“人需”）的变化。因此，汽车企业需要根据这些因素的变化，及时调整人需与配适，以实现人—岗的最佳匹配。B汽车有限公司（以下简称“B公司”）作为中德合资的重要汽车企业，在全球汽车市场中占据着重要地位。在当前瞬息万变的市场环境下，总装车间如何科学地实施一线操作员工人需核定与配适，已经成为了B公司保持市场竞争力的关键问题。 本研究以我国中德合资的代表性汽车制造企业B公司为案例企业，以其总装车间一线操作员工为研究对象，在梳理与借鉴相关研究文献的基础上，对B公司总装车间一线操作员工人需核定与配适的现状、问题与解决路径进行了深入分析。现状方面，人需核定主要基于历史数据和经验进行，配适则依据岗位需求和员工特点进行人员分配。存在的问题包括工时测算缺乏科学依据、人员需求核定不准确、培训内容和方式不合理、人—岗位匹配不精准、功能柔性和数量柔性考虑不充分以及职业发展规划不足等。解决路径包括引入科学的工时测算方法、完善多能工培训体系、建立 “资源池” 和职业发展通道等。优化措施包括引入MTM-C值等以优化人需核定方法，围绕培训提升、人—岗匹配、柔性化管理和职业发展可规划等原则完善多能工培训体系等。保障措施包括制度、组织和文化保障。本研究将有助于B公司更好地应对市场变化和竞争挑战，提升企业的整体管理水平，对其他汽车企业同样具有积极的借鉴意义。
英文摘要：	At present, the competition in the automotive market at home and abroad is fierce, and technological innovation drives industrial upgrading; the market penetration rate of new energy vehicles is continuously increasing; autonomous driving technology is developing rapidly; vehicle networking technology makes vehicles more intelligent and connected; the government has introduced a series of policies to support the development of new energy vehicles; and the price war in the automotive market is escalating. In this context, the control of human costs has become a common problem faced by major traditional fuel vehicle enterprises. The frontline operators in the assembly shop are an important force in automobile production, and they directly affect the quality of automobiles and the efficiency of enterprises. Ensuring a high degree of matching between the frontline operators in the assembly shop and their positions is of utmost importance in human resource management for these enterprises. At the same time, fluctuations in automobile production caused by various factors lead to changes in the demand for personnel (hereinafter referred to as "human demand"). Therefore, automobile enterprises need to adjust the personnel allocation in a timely manner according to the changes of these factors to achieve the best match between people and positions. B Automotive Co., Ltd. (hereinafter referred to as "B Company"), as an important Sino - German joint venture automobile enterprise, occupies an important position in the global automotive market. In the current rapidly changing market environment, how to scientifically implement the headcount planning and allocation for frontline operators in the assembly shop has become a key issue for B Company to maintain its market competitiveness. This thesis takes the representative Sino-German joint venture automobile manufacturing enterprise B Company in China as the case enterprise and its frontline operators in the assembly shop as the research object. Based on combing and drawing on relevant research literature, it conducts an in-depth analysis of the current situation, problems, and solutions for the headcount planning and allocation of frontline operators in the assembly shop of B Company. In terms of the current situation, the headcount planning is mainly based on historical data and experience, and the allocation is carried out according to the job requirements and the characteristics of the employees. The existing problems include the lack of a scientific basis for working hour measurement, inaccurate personnel demand assessment, unreasonable training content and methods, inaccurate matching between people and positions, insufficient consideration of functional flexibility and quantitative flexibility, and inadequate career development planning. The solutions include the introduction of scientific working hour measurement methods, the improvement of the multi-skilled worker training system, the establishment of a "resource pool", and the establishment of a career development path. The optimization measures include the introduction of MTM-C value to optimize the headcount planning method, and the improvement of the multi-skilled worker training system based on the principles of training improvement, person-job matching, flexible management, and career development planning. The safeguard measures include system, organization, and cultural guarantees. This study will help B Company better cope with market changes and competition challenges and improve the overall management level of the enterprise, and it also has positive reference significance for other automobile enterprises.
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