摘要
摘要
当前国内新车销售进入低速增长时期，汽车市场逐步向存量市场转变，售后
服务的重要性日益凸显。合资品牌车企在标准流程管理方面，一般都直接借鉴外
资的成熟经验模式，售后服务方面亦不例外。站在汽车厂家的角度，如何保证售
后服务业务指导的高效实施与导入效果的长久维持，是一个值得思考的问题。然
而遍观我国汽车4S店当前整体售后服务水平，标准流程的执行及维持的状况并
不理想，多数4S店“形似而神不似”。究其原因，与4S店深度捆绑的汽车厂家难
辞其咎。厂家虽然有针对4S店标准售后服务流程的培训与指导，但对于流程导入
的质量管理却并不完善。质量管理的不到位不仅导致了低下的流程导入和执行
效率，影响了终端客户的售后服务体验，对4S店及汽车厂家来说，也是极大的资
源浪费。如不加以改善，长此以往必将有损品牌口碑，也不利于中国汽车售后服
务市场整体的规范化水平的提升。
本文以一汽丰田4S店售后零件运营项目——Dealer Parts Operation Kaizen
（简称“DPOK”）为研究对象，采取文献研究和系统分析的方法，查阅国内外
项目管理基本理论的相关文献，从一汽丰田项目组的角度，对项目在过去几年实
施过程中的一些突出质量问题及其产生原因进行了深入分析。通过对DPOK项目
年度导入与项目管理基本特征的符合性研究，从项目质量管理的角度，对项目各
管理过程分别提出了针对性改进建议，并分析了改进方案的关键因素，提出了相
应的保障措施。希望能够为正处于全面推广阶段的DPOK项目的稳步实施及效果
的长期维持提供参考,以确保项目高质量运行。
本文通过对一汽丰田DPOK项目进行深入研究，在原有的项目管理理论上，
结合了汽车售后服务标准流程类项目导入的自身特点，更加具体了项目管理的
方法，对项目管理改进具有一定的理论指导意义。以项目管理角度为切入点的研
究，也是对汽车售后服务领域研究方向的一次扩展。同时，总结得出的汽车售后
服务领域标准流程类的项目导入在国内落地执行时的质量管理方法不仅对本公
司来说具有重要的现实意义，对其他品牌车企在此类标准流程的项目导入管理
上也具有一定的参考意义。
关键词：汽车售后服务；零件运营；项目质量管理；项目管理过程
I

Abstract
Abstract
At present, domestic new car sales have entered a period of low growth, and the
auto market is gradually shifting to a stock market, and after-sales service becomes
more and more important. Joint-venture car companies generally directly learn from
the mature experience models of foreign capital in terms of standard process
management, and after-sales service is no exception. From the perspective of car
manufacturers, how to ensure the efficient absorption of after-sales service-related
business guidance and the long-term maintenance of the introduction effect is a
question worth considering. However, looking at the current overall after-sales service
level of Chinese 4S stores, the implementation and maintenance of standard procedures
are not ideal, and most 4S stores are still in the stage of "like in appearance but not like
in spirit". Investigate the reason, the automaker as the instructor can hardly shirk the
blame. Although automobile manufacturers that are deeply tied up with 4S stores have
standard after-sales service process training and guidance for 4S shops, the quality
management of process introduction is not perfect. Inadequate quality management not
only leads to the low process introduction and execution efficiency, but also affect the
after-sales service experience of end customers, causing a great waste of resources for
4S shops and auto manufacturers. If the problem is not solved, it will inevitably damage
the reputation of the brand and not be conducive to the overall standardization process
and level improvement of China's after-sales service market in long term either.
This thesis uses the example of FAW Toyota’s after-sales parts standard operation
project -- Dealer Parts Operation Kaizen (abbreviated as "DPOK"), by adopting the
methods of literature research and case analysis, and consulting related literature on the
basic theories of project management at home and abroad, standing in FAW Toyota
project team’s point of view, we conducted an in-depth analysis of some outstanding
quality problems and their causes in the project implementation process in the past few
years. Through the study of the conformity between the annual DPOK project
implementation and the basic characteristics of project management, it is proposed to
use project quality management to strengthen the implementation process management
II

Abstract
of DPOK project, and to put forward targeted management improvement suggestions
for each stage of the project life cycle, and analyze the key factors of the smooth
implementation of the improvement plan, and put forward corresponding safeguard
measures. Hope this article can provide a reference for the steady implementation and
long-term maintenance of the effect of DPOK project, which is in the comprehensive
promotion stage, and find an effective management method for the introduction of
standard process projects in the automotive after-sales service field to ensure the high-
quality operation of the project.
Based on the in-depth study of FAW Toyota’s DPOK project, this thesis combines
the original project management theory with its own characteristics of the introduction
of parts standard process projects in the automotive after-sales service, more specific
project management methods, and has a certain degree of improvement in project
management. The research from the perspective of project management is also an
extension of the research direction in the field of automotive after-sales service. At the
same time, the effective management methods for training projects in the field of after-
sales services that are summarized in the field of standard processes are not only of
important practical significance for my company, but also for other car companies in
the management of training projects of such standard processes. It has a certain
reference significance and is conducive to promoting the overall standardization
process and level improvement of China's auto after-sales service market.
Key words：After-sales service；Parts operation；Project quality management；Project
management process
III
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