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中国加入WTO以后,世界各大汽车厂商对中国蓬勃发展的汽车市场不断投入更多的精力与热情,以期尽可能多的进入中国汽车市场。随着雷诺与东风汽车联姻的最终敲定,世界排名“6+3”的汽车巨头已全部在华建立合资公司。论实力、拼积累、重新洗牌局面已经全面拉开。为了努力争取尽可能多的市场份额,各大汽车厂商积极努力的优化成本体系和稳步积极的提高整车产品质量。但是,目前具有相当数量的汽车厂商内部仍然停留在落后的手工记录统计质量信息方式,这已经严重制约了汽车整车厂迈向国际化企业的步伐。本文以某大型汽车制造厂为例,探讨如何建立能够在节约人员成本的同时又大幅提高质量信息反馈速度的质量信息管理系统。
After China’s accession to the WTO, major automobile manufacturers in the world continue to devote more energy and enthusiasm to the booming automobile market in China in order to enter as much as possible into the Chinese automobile market. With Renault and Dongfeng Motor finally finalized the marriage, the world’s top 6 +3 car giant has all established a joint venture in China. On the strength, fight accumulation, reshuffle the situation has been fully opened. In order to strive for as much market share as possible, the major car manufacturers actively strive to optimize the cost system and steadily and actively improve the quality of vehicle products. However, at present, a considerable number of automobile manufacturers still remain in the backward way of manually recording statistical quality information, which has severely restricted the pace of the automobile OEMs moving towards an international enterprise. In this paper, a large automobile factory as an example, how to establish a quality information management system that can save staff costs while greatly improving the quality of information feedback speed.