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首先，本文以海斯坦普汽车组件(昆山)公司（英文公司全名 Gestamp Auto
Components (Kunshan) Co., Ltd. 公司简称 GAK, 本文亦以 GAK 指代公司）的
生产部门为研究出发点，结合当前绩效管理和运营管理的研究成果，通过调查
问卷和访谈的方式，分析总结当前生产部一线员工绩效管理流程的现状以及存
在的问题
其次，结合现今生产一线员工的思想日益活跃和自我意识不断加强这样的
背景，本文作重研究一线员工的绩效管理流程问题的成因，如何构建更加科学
合理的管理流程，并提出实施保障方案，以及持续改进方案。将公司的战略目
标、企业愿景、以及总体绩效指标向生产部门绩效指标方向进行分解，部门的
绩效指标向区域和个人层面绩效指标进行分解，实现个人、团队、组织的绩效
指标联动关系。综合运用交替排序法（Alternation Ranking Method），强制分
布法（Forced Distribution Method）,目标管理体系（MBO），关键绩效指标II
体系（KPI）和平衡计分卡体系（BSC）等方法和体系，形成适合GAK实际情况的
绩效考核体系。设计绩效指标的落实过程，建立完善绩效管理流程并宣导和培
训，设定绩效管理的时间计划并监督实施的过程，评估绩效管理的结果并进行
沟通反馈。将绩效管理与薪酬激励、培训体系以及组织和个人发展规划相关联
运作，持续改善，来保障绩效管理能够形成PDCA的闭环系统。通过个人和区域
的绩效实现，逐步上升为公司绩效实现和竞争优势的实现
最后，本文通过研究 GAK 生产部一线员工绩效管理流程，希望为 GAK 的竞
争优势作贡献的同时，也希望这个绩效管理流程能够让员工清晰看到自己在 GAK
的贡献，实现员工的人生价值。公司通过员工获得竞争优势，员工通过公司获
得精神上和物质上的回报，实现公司的企业文化建设和员工健康发展，实现公
司和员工共赢的局面。另外，未来海斯坦普集团在看到昆山公司生产部绩效管
理实际运营效果后，希望能够将这一研究推广到集团其他兄弟公司。进一步希
望本研究成果能够给同类型的制造型企业的生产管理人员在绩效管理方面一些
参考
关键词：
绩效管理流程，绩效考核，生产部一线员工，关联运作，汽车零部件行业III
Abstract
Research on Production Direct Staffs’ Performance
Management and Process of Gestamp Kunshan
In the theory of Michael Potter’s three competitive strategies, when the
alienation strategy and centralization strategy have no obvious advantages, the cost
leadership strategy comes to highlight when an enterprise wants to survive.
Nowadays, with the rapid development of technology and the increasingly fierce
market competition, reducing costs and improving efficiency become an effective
way for sustainable development of an enterprise. Meanwhile, the performance
management of human resources plays an indispensable role in the cost leadership
strategy. How to improve the efficiency of performance management became the
focus of the executives, which help enterprises realize the cost leadership strategy and
being invincible in the fierce competitive industry. In the automobile components
manufacturing industry, production is the cornerstone of a manufacturing enterprise.
Performance management of production employee is the essential part of a
manufacturing enterprise, which is also a very elementary part of all performance
management theory. Especially for cost leadership strategy enterprises, performance
management of production is the key factor for a company whether it can achieve its
strategic goals.
Firstly, this article is with the starting point of production’s performance
management of Gestamp Auto components (kunshan) co., ltd (hereinafter: GAK),
combined with current research results of performance management and operation
management, through questionnaires and interviews, analyzing and summarizing the
current situation of employee performance management process of the production
line and existing problems.
Secondly, in the background of the employee’s thought becoming more and
more active and self- consciousness being strengthened, the paper concentrates on the
causes of the performance management process problems, how to build a more
scientific and reasonable management process, moreover, the paper gives theIV
implementation solutions, as well as continuous improvement programs. By
analyzing the correction between strategic targets, enterprise vision and overall
performance management and production’s performance indicator, and between
department’s performance indicator and individual performance indicator, the article
prove the performance management linkage between individual, team and
organization. The author take methods such as Alternation Ranking Method, Forced
Distribution Method, MBO, KPI and BSC to construct the GAK’s specific
performance appraisal system. The process of conducting the system including
establishing and training, setting the plans and monitoring the implementation of the
process, evaluating the results and proper feedbacks. Ultimately, we can ensure that
performance management can form PDCA closed-loop through linking the
performance management with salary incentive， training system and organization
and personal development. Through achieving the individual and regional
performance goals, the enterprise can eventually achieving the entity’s performance
targets and winning the competitive advantages.
Finally, through researching of production line staffs’ performance management
process, the author put the efforts to find the methods to strengthen GAK’s
advantages, meanwhile, expecting all employees can see their contribution to the
company and realize the value of their lives. Company gains its competitive
advantages by employees, and employees get the spiritual and material rewards in
return, eventually they realize the win-win situation of both sides. What’s more,
Gestamp group would promote the research results to its brother companies when it
see the effect of GAK’s implementation of the system. Also, it is hoped that the
results of this study can give some reference to the performance management of the
same type of manufacturing enterprises.
Key words：
Performance Management Process; Performance Appraisal; Direct Production
Employees; Associated Management; Auto Components Industry.V
目 录
第 1 章 绪论....... 1
1.1 研究背景与意义 .... 1
1.2 研究方法与内容 .... 3
1.3 文献综述与理论研究 ........ 4
第2章 GAK生产部一线员工绩效管理流程的现状及问题分析 8
2.1 GAK 公司概况 ...... 8
2.2 GAK 生产部一线员工绩效管理流程现状 ........ 15
2.3 GAK 生产部一线员工绩效管理流程的问题及成因分析 ........ 28
第 3 章 GAK 生产部一线员工绩效管理流程的构建方案 .. 33
3.1 GAK 生产部一线员工绩效指标的建立33
3.2 GAK 生产部一线员工绩效管理流程设计原则和思路40
3.3 GAK 生产部一线员工绩效管理流程制定 ........ 43
第 4 章 GAK 生产部一线员工绩效管理流程的实施与保障 .......... 59
4.1 GAK 生产部一线员工绩效管理流程的实施过程 ........ 59
4.2 GAK 生产部一线员工绩效管理流程的保障措施 ........ 61
4.3 持续改进 GAK 生产部一线员工绩效管理流程 ........... 63
结 论 ..... 65
参考文献 . 67
附 录 ..... 69
致 谢 ..... 751
第 1 章 绪论
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