丰田技术培训项目的管理研究
摘要
随着中国汽车工业的迅猛发展,汽车行业内各大汽车厂家的竞争日益激烈,从对商品的竞争日益转变为对服务的竞争;高质量服务的前提是厂家必须拥有高水平的售后服务技术人员。进而汽车厂家们对服务的竞争进而发展为对售后服务技术人员的竞争。
面对服务水平较低的现状,近年来,各大汽车厂商纷纷建立各自的培训体系,加大其对在职售后服务技术人员的培训,以提高售后服务人员的服务技术水平。但如何快速、有效地获得汽车售后服务行业所需求的新生高技术售后服务人才已成为各汽车厂商在竞争中必须优先考虑和解决的重要课题。对这一课题解决较好并获得良好效益的是丰田汽车公司开展的丰田技术培训项目。丰田技术培训项目是丰田与汽车职业院校合作共同培养符合企业需求人员的培训项目。
本文尝试在消化吸收组织项目管理成熟度模型知识的基础上,分析项目管理成熟度模型的优缺点,通过项目管理成熟度模型PMMM,对丰田技术培训项目的管理现状进行评估,结合丰田技术培训项目的特点和我国汽车行业职业院校培训项目管理的现状,运用项目管理成熟度理念和项目管理知识体系探讨分析解决该项目薄弱环节中存在的两个问题。
首先,第一个问题是如何筛选符合企业需求的汽车院校作为合作院校,针对于此,基于成熟度模型关键绩效指标确立的原理,尝试建立简单的合作院校的关键指标筛选模型。并以实际数据在工作中加以实践,进行验证其具有实际意义。
其次,第二个问题是如何综合评价各合作汽车院校的培训项目开展的效果,在项目管理成熟度模型指导下构建评估合作院校培训项目实施效果的评价指标体系,在实践中加以运用,其评价结构与实际情况相符,具有一定参考意义。
本文以期运用这些管理思想和方法,综合建立汽车院校合作培训项目的相关筛选和评价体系,提高丰田技术培训项目的工作效率,从而帮助国内汽车企业在开展相关培训时加以借鉴,改善其项目管理的能力,并最终达到提高企业的项目管理水平的目的。
With the rapid development of automobile industry in China, competition turns to be aggravating among automobile manufacturers within this field and the rivalry is upgraded from product itself to service. It is a must to keep high-level after sales technicians in order to achieve high-quality service, therefore, the competition runs to scramble for service technicians.
Confronted with the present low-level service status, the automobile manufacturers successively set up their own training system to strengthen on-job technical training aimed at improving service level of technical staff. The priority for the manufacturers to consider and resolve is to rapidly and effectively obtain high-level after-sales service staff. Toyota technical education program, an activity cooperated by Toyota and professional automobile institutes to cultivate qualified technicians, behaves as a good example to settle the problem and achieve a favorable outcome.
Basing on try to assimilating and absorbing the knowledge of Project Management Maturity Model, by analyzing the advantage and disadvantage of Organizational Project Management Maturity Model (PMMM) ,to evaluate the management status of Toyota Technical Program.Combining the characters of Toyota Technical Education Program and the status of project management of professional automobile institutes in our country, by using Project Management Maturity Model idea and applying the theory and means of Project Management Knowledge System to probe into and resolve the two major problem of the weak links in process of the program.
Firstly, the one problem is to how to select the professional automobile institutes as cooperate institutes who is fitting for the need of business, try to establish the screening system on the key performance indicators. The system can be worked after it is applied and verified in work.
Secondly, another problem is how to comprehensive evaluation of cooperation institutes's training work. Under the guidance of Project Management Maturity Model to establish the comprehensive evaluation model of cooperation institutes's training work, and it is applied and summarized in work. The evaluation result was matched with the face and the system has reference significance.
The essay is hope to applied the management idea and method, to establish the relate system of cooperation training of professional automobile institutes can be increased the program efficiency, the related system can be as a reference for local automobile manufacturers do same training program and finally aiming to raise the enterprise's project management level.
面对服务水平较低的现状,近年来,各大汽车厂商纷纷建立各自的培训体系,加大其对在职售后服务技术人员的培训,以提高售后服务人员的服务技术水平。但如何快速、有效地获得汽车售后服务行业所需求的新生高技术售后服务人才已成为各汽车厂商在竞争中必须优先考虑和解决的重要课题。对这一课题解决较好并获得良好效益的是丰田汽车公司开展的丰田技术培训项目。丰田技术培训项目是丰田与汽车职业院校合作共同培养符合企业需求人员的培训项目。
本文尝试在消化吸收组织项目管理成熟度模型知识的基础上,分析项目管理成熟度模型的优缺点,通过项目管理成熟度模型PMMM,对丰田技术培训项目的管理现状进行评估,结合丰田技术培训项目的特点和我国汽车行业职业院校培训项目管理的现状,运用项目管理成熟度理念和项目管理知识体系探讨分析解决该项目薄弱环节中存在的两个问题。
首先,第一个问题是如何筛选符合企业需求的汽车院校作为合作院校,针对于此,基于成熟度模型关键绩效指标确立的原理,尝试建立简单的合作院校的关键指标筛选模型。并以实际数据在工作中加以实践,进行验证其具有实际意义。
其次,第二个问题是如何综合评价各合作汽车院校的培训项目开展的效果,在项目管理成熟度模型指导下构建评估合作院校培训项目实施效果的评价指标体系,在实践中加以运用,其评价结构与实际情况相符,具有一定参考意义。
本文以期运用这些管理思想和方法,综合建立汽车院校合作培训项目的相关筛选和评价体系,提高丰田技术培训项目的工作效率,从而帮助国内汽车企业在开展相关培训时加以借鉴,改善其项目管理的能力,并最终达到提高企业的项目管理水平的目的。
With the rapid development of automobile industry in China, competition turns to be aggravating among automobile manufacturers within this field and the rivalry is upgraded from product itself to service. It is a must to keep high-level after sales technicians in order to achieve high-quality service, therefore, the competition runs to scramble for service technicians.
Confronted with the present low-level service status, the automobile manufacturers successively set up their own training system to strengthen on-job technical training aimed at improving service level of technical staff. The priority for the manufacturers to consider and resolve is to rapidly and effectively obtain high-level after-sales service staff. Toyota technical education program, an activity cooperated by Toyota and professional automobile institutes to cultivate qualified technicians, behaves as a good example to settle the problem and achieve a favorable outcome.
Basing on try to assimilating and absorbing the knowledge of Project Management Maturity Model, by analyzing the advantage and disadvantage of Organizational Project Management Maturity Model (PMMM) ,to evaluate the management status of Toyota Technical Program.Combining the characters of Toyota Technical Education Program and the status of project management of professional automobile institutes in our country, by using Project Management Maturity Model idea and applying the theory and means of Project Management Knowledge System to probe into and resolve the two major problem of the weak links in process of the program.
Firstly, the one problem is to how to select the professional automobile institutes as cooperate institutes who is fitting for the need of business, try to establish the screening system on the key performance indicators. The system can be worked after it is applied and verified in work.
Secondly, another problem is how to comprehensive evaluation of cooperation institutes's training work. Under the guidance of Project Management Maturity Model to establish the comprehensive evaluation model of cooperation institutes's training work, and it is applied and summarized in work. The evaluation result was matched with the face and the system has reference significance.
The essay is hope to applied the management idea and method, to establish the relate system of cooperation training of professional automobile institutes can be increased the program efficiency, the related system can be as a reference for local automobile manufacturers do same training program and finally aiming to raise the enterprise's project management level.
引文
[1]丰田发展历程[在线]http://www.toyota.com/
[2]崔敬东、姜宝山.管理新模式——项目管管理.科学与科学技术管理,2000.5:62
[3]吴之明、卢有杰.项目管理引论.清华大学出版社,2001:12
[4]凯西.施瓦尔贝著.王金玉.时彬译.IT项目管理.北京:机械工业出版社,2002
[5]A Guide to the Project Management Body of Knowledge,PMI,2000
[6]梁世连.工程项目管理.东北财经大学出版社.2000:15
[7]黄有亮、成虎.工程项目管理理论与实践新进展综述.江苏建筑.2003年增刊(总第92期):104
[8]Harold Kerzner(美)著,张增华、吕义怀译.项目管理的战略规划——项目管理成熟度模型的应用[M].北京:电子工业出版社,2002,4.3-6,35-66,186-191
[9]席项霖.国际上项目管理的最新发展.中国科学院计算所.中国项目管理网
[10]Igor Filatotchev,Mike Wright,Klaus Uhlenbruck,Laszlo Tihanyi,Robert E.Hoskisson.Governance,organizational capabilities,and restructuring in transition economies.Journal of World Business 38(2003)331-347
[11]Mark C Paulk,Bill Curtis,Mary Beth Chrissis,Charles V.Weber.Capability Maturity Models' for Software(Version1.1).Pittsburgh Pennsylvania,Software Engineering Institute Camergie Mellon University,February 1993.
[12]Project Management Institute.The standard for Program Management[m].Newtown Square,Pennsylvania,USA:Project Management Institute,2006
[13]OMP3模型.MBA智库百科[在线]http://wiki.mbalib.com/
[14]潘东.项目管理体系.www.spn.com.cn,2003:1
[15]谭云涛、郭波.在科研项目管理中运用成熟度模型的研究.山东理工大学学报.2003年第17卷第4期:76
[16]吴保宁.直面巨大中国汽车市场:外资与中国企业的共存关系[在线].2007,可从以下网址获取 http://china-wubaoning.blog.sohu.com/entry/.
[17]丰田技术培训手册,2008.
[18]教育部办公厅.教育部等六部委关于确定职业院校开展汽车运用与维修专业领域技能型紧缺人才培养培训工作的通知.教职成厅[2003]6号,2004.2.27
[19]丰田工作方法.丰田汽车公司.2005
[20]Gido.J Clements,JP.Successful Project Management.机械工业出版社.1990.10:10
[21]严建辉.广东移动通信项目管理体系研究.华南理工大学MBA论文.2004.5:15-16
[22]粟方忠.统计综合分析的概念和种类——统计学原理.东北财经大学出版社
[23]赵涛、潘欣鹏.项目管理实务丛书——项目成本管理.中国防冶出版社.2004.7:73-79
[24]姚凤阁、张立慧、伍宝君,科研指标价值评价模型分析.黑龙江水利科技.2004.3
[25]田凤调著.秩和比法的应用.人民卫生出版社.2002
[26]浙江交通职业技术学院机构.现代教育技术中心[在线]http://www.zjvtit.edu.cn/
[2]崔敬东、姜宝山.管理新模式——项目管管理.科学与科学技术管理,2000.5:62
[3]吴之明、卢有杰.项目管理引论.清华大学出版社,2001:12
[4]凯西.施瓦尔贝著.王金玉.时彬译.IT项目管理.北京:机械工业出版社,2002
[5]A Guide to the Project Management Body of Knowledge,PMI,2000
[6]梁世连.工程项目管理.东北财经大学出版社.2000:15
[7]黄有亮、成虎.工程项目管理理论与实践新进展综述.江苏建筑.2003年增刊(总第92期):104
[8]Harold Kerzner(美)著,张增华、吕义怀译.项目管理的战略规划——项目管理成熟度模型的应用[M].北京:电子工业出版社,2002,4.3-6,35-66,186-191
[9]席项霖.国际上项目管理的最新发展.中国科学院计算所.中国项目管理网
[10]Igor Filatotchev,Mike Wright,Klaus Uhlenbruck,Laszlo Tihanyi,Robert E.Hoskisson.Governance,organizational capabilities,and restructuring in transition economies.Journal of World Business 38(2003)331-347
[11]Mark C Paulk,Bill Curtis,Mary Beth Chrissis,Charles V.Weber.Capability Maturity Models' for Software(Version1.1).Pittsburgh Pennsylvania,Software Engineering Institute Camergie Mellon University,February 1993.
[12]Project Management Institute.The standard for Program Management[m].Newtown Square,Pennsylvania,USA:Project Management Institute,2006
[13]OMP3模型.MBA智库百科[在线]http://wiki.mbalib.com/
[14]潘东.项目管理体系.www.spn.com.cn,2003:1
[15]谭云涛、郭波.在科研项目管理中运用成熟度模型的研究.山东理工大学学报.2003年第17卷第4期:76
[16]吴保宁.直面巨大中国汽车市场:外资与中国企业的共存关系[在线].2007,可从以下网址获取 http://china-wubaoning.blog.sohu.com/entry/.
[17]丰田技术培训手册,2008.
[18]教育部办公厅.教育部等六部委关于确定职业院校开展汽车运用与维修专业领域技能型紧缺人才培养培训工作的通知.教职成厅[2003]6号,2004.2.27
[19]丰田工作方法.丰田汽车公司.2005
[20]Gido.J Clements,JP.Successful Project Management.机械工业出版社.1990.10:10
[21]严建辉.广东移动通信项目管理体系研究.华南理工大学MBA论文.2004.5:15-16
[22]粟方忠.统计综合分析的概念和种类——统计学原理.东北财经大学出版社
[23]赵涛、潘欣鹏.项目管理实务丛书——项目成本管理.中国防冶出版社.2004.7:73-79
[24]姚凤阁、张立慧、伍宝君,科研指标价值评价模型分析.黑龙江水利科技.2004.3
[25]田凤调著.秩和比法的应用.人民卫生出版社.2002
[26]浙江交通职业技术学院机构.现代教育技术中心[在线]http://www.zjvtit.edu.cn/