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MBA硕士毕业论文_F公司一线员工培训体系研究PDF

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更新时间:2022/3/18(发布于北京)

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随着全球化的发展,企业生产规模迅速扩大,生产制造部门迫切需求大量技 工人才来满足生产需求。近年来全国各地出现用工荒,为了赶生产订单,刚刚招 进公司的一线技工未经系统培训就火速上岗。经常出现不按操作规程操作设备, 不按生产工艺设置参数,不遵守5S标准进行场地维护和安全防护,不参照质量 标准进行产品的自检、互检、抽检等一系列问题,导致产品质量不合格,国内外 客户投诉日益增加,它暴露了我国各大企业缺乏合理的培养政策来保证员工的技 能水平。 一线技工基本素质达不到生产的要求,急需解决。然而目前国内企业的培训 出现很多问题,企业的培训体系不完善,导致一线员工的操作水平得不到提高, 无法胜任新工作,导致生产事故频发,质量问题突出,严重影响企业的发展,需 要深究其深层次上的原因,找出需要改善的环节,有针对性的采取措施及各种对 策,来进行培训体系的改进,才能搭建出符合自己企业的培训管理系统,为企业 走的更长久提供动力支持。 解决这些问题也是解决用工难的有效途径。现代企业要建立有效的一线员工 培训管理体系,坚守培训的原理,加强和改善一线技工培训管理工作,按照培训 体系建设的流程构建培训,组织和设计出课程能力矩阵,编写能力项(课程)内 容,根据不同职级要求设定评定分数标准,组建讲师队伍和考评员队伍。在讲师 和考评员方面确保条件筛选和资格认证,这样能够保障一线技工各项能力的提 升,公司在员工技能提升之后得到产质量的提升和成本的降低,从而取得发展收 益。 培训活动,是传播岗位基础知识、岗位操作技能、岗位操作技术标准、人事 安全信息、做人做事理念和工作任务管控的行为。在国内,各个企业内部一线操 作员工的岗位培训以本岗位基础操作技能传递为主,培训时间的安排几乎在班前 和班后。为达到岗位操作科学规范、技术标准化作业,通过公司培训目标的设定、 知识和信息的传递、岗位操作技能反复演练等,让每一位一线技工达到培训标准 要求的水平。 本文以WF公司一线技工的技能达不到生产要求为背景进行切入,通过国内 II 外培训现状的对比寻找差距,梳理出WF公司一线技工培训过程中存在的问题, 找出在培训设计和培训开展或执行、考核评估过程中存在的问题找出内在根源, 提出“以绩效提升为宗旨,以职级建设为抓手,以能力提升为本位”的培训改进 方案和措施。通过两年来必要的培训相关数据量化分析 ,验证培训方案的有效 性,从而优化培训管理中的分析、计划、执行、评估等内部流程,为培训提供强 有力的支持和保障。 通过本文的研究分析,摸索出一套实用可行的一线技工培训体系,在WF公司 进行一年的试运行,一年的实践,计划第三年将这一套一线技工培训体系推广到 其他分公司中,经过不同地域公司的探索实践,可以更加提升本文的可操作性与 实用性,最终收获丰厚的培训果实。 关键词:培训体系,培训流程,能力矩阵,职级建设 III Abstract With the development of globalization and the rapid expansion of enterprise production scale, the production and manufacturing sector urgently needs a large number of skilled workers to meet production needs. In recent years, there has been a shortage of labor throughout the country In order to catch up with production orders, the first-line technicians who have just been recruited into the company are on the job without systematic training. A series of problems often occur, such as not operating equipment according to operation rules, not setting parameters according to production process, not complying with 5S standard for site maintenance and safety protection, not referring to quality standards for product self-inspection, mutual inspection, sampling inspection, etc., which lead to unqualified product quality, increasing complaints from customers at home and abroad, and expose various parts of China. Large enterprises lack reasonable training policies to ensure their skill level. The basic quality of the first line technicians cannot meet the requirements of production and needs to be solved urgently. However, at present, there are many problems in the training of domestic enterprises, the training system is not perfect leading to the operation level of front-line staff cannot be improved, unable to be competent for new jobs, resulting in frequent production accidents, quality problems, seriously affecting the development of enterprises, need to study its deep-seated reasons, find out the need to improve In order to improve the training system, we should take corresponding measures and various countermeasures to build a training management system in line with our own enterprises and provide power support for enterprises to go on for a longer time. Solving these problems is also an effective way to solve the difficult employment problem. Modern enterprises should establish an effective training management system for front-line employees, adhere to the principles of training, strengthen and improve the management of front-line technician IV training, construct training according to the training system construction process, organize and design the Curriculum Competence matrix, compile the content of competence items (courses), and set assessment points according to the requirements of different grades. Number standard, set up a team of lecturers and appraisers. In terms of lecturers and assessors to ensure the selection of conditions and qualification certification, so as to ensure that the ability of front-line technicians to upgrade, the company's staff skills to upgrade the quality of production and cost reduction, so as to achieve development benefits. Training activities are to disseminate Post basic knowledge, post operating skills, post operating technical standards, personnel safety information, the concept of doing things as a person and work task control behavior. In China, the on-the-job training of front-line operation staff in various enterprises is mainly based on the transfer of basic operation skills, and the training time is arranged almost before and after class. In order to achieve scientific and standardized job operation and technical standardization, each front-line technician is allowed to reach the level required by the training standards through the setting of training objectives, the transmission of knowledge and information, and the repeated practice of post operation skills Based. On the background that the skills of front-line technicians in WF company cannot meet the production requirements, this paper compares the training status at home and abroad to find the gap, combs out the problems existing in the training process of front-line technicians in WF company, and finds out the internal causes of the problems existing in the training design, training implementation and evaluation. The training improvement plan and measures of "performance promotion as the purpose, grade construction as the grasp, ability promotion as the standard" are put forward. Through two years of necessary training related data quantitative analysis, verify the effectiveness of the training program, so as to optimize the training management analysis, V planning, implementation, evaluation and other internal processes to provide strong support and protection for training. Through the research and analysis of this paper, a set of practical and feasible first-line technician training system has been explored, which has been tested in WF company for one year and practiced for one year. It is planned that this first-line technician training system will be extended to other branches in the third year. After the exploration and practice of different regional companies, the maneuverability of this paper can be further improved and practicality will eventually result in generous training fruits. Key words: training system training process capability matrix rank construction VII 目 录 第1章绪论 ............................................... 1 1.1选题背景与研究意义 ................................ 1 1.1.1 选题背景 ..................................... 1 1.1.2 研究意义 ..................................... 2 1.2 国内外研究现状 .................................... 2 1.2.1 国内研究现状 ................................. 3 1.2.2 国外研究现状 ................................. 3 1.3 研究内容与研究方法 ................................ 4 第2章相关理论基础 ....................................... 5 2.1培训需求分析理论 .................................. 5 2.2培训评估理论 ...................................... 5 2.3成人学习理论 ......................................