內(nèi)容案例奔馳新zzlxanalysis-advance feedback slides ver

1、Workshop Analysis China ver 2.1Advanced Workshop Workshop Analysis Feedback and Comments Submitted by :侯彬Date :2011年7月26日Service Centre :鄭州利星汽車有限公司Address :-Workshop Organisation Chart of your Service CentreNote:-The chart should indicates in three different colours:-Direct WorkersIndirect WorkersPa

2、rts Dept. Personneland the individual group - total number of staffWorkshop Plan (sketch) of your Service Centre. The sketch should indicates in three different colours :- productive workbays, (ii) unproductive workbays and (iii) parking bay(includes the total number for each group)Q: When a job car

3、d is given to a direct worker, who clock the job-time ON ?X Direct workerTime keeperControllerService AdvisorSupervisor / foremenQ: When a direct worker had completed his job, who clock the job -time OFF ?X Direct workerTime keeperControllerService AdvisorSupervisor / foremenQ: Do you have incentive

4、 scheme for your technician.X YESNOIf “YES” please explain in brief the mechanism of your “incentive scheme”payout to the direct workers.業(yè)績指標(biāo)考核：車間技師每月獎金基數(shù)是當(dāng)月工作的工時數(shù)（售出工時）乘以個人每工時提成系數(shù)；管理指標(biāo)考核：考評技師工作質(zhì)量、效率、流程合規(guī)、工作區(qū)衛(wèi)生等；以上兩項綜合得出技師當(dāng)月考核獎金。Looking at your “productivity” figures (that is, below the bench mark o

5、r guideline) and yet incentive rewards are paid to direct workers, can we have your comments.Note: applicable to those with “incentive scheme” payout to the direct workers. 1、公司開業(yè)第二年，生產(chǎn)率已經(jīng)超出既定目標(biāo)；2、為了適應(yīng)公司業(yè)績的快速增長，需要提前培養(yǎng)、儲備關(guān)鍵崗位人才；3、公司業(yè)績在增長，給員工的收入比之前要逐漸增長，有利于員工保留；Q: Do you have “come-back-job” / “rectif

6、ication works” ?X YESNOIf “YES” ,please explain, why, they are not reflected in your WA (that is, in W-3 hours) ?返工在售后是被認(rèn)為非常嚴(yán)重的事，但大部分的返工實際上是非常小的失誤，在沒有造成損失的情況下一般不會把這些工作定義成返工；Q: Do you have “charged-back for warranty rejection” by MBCL ?X YESNO保修拒賠率是保修員的關(guān)鍵KPI，基本出現(xiàn)拒賠的情況都是工時部分賠付，沒有出現(xiàn)配件拒賠的情況。If “YES” , p

7、lease explain, why your other direct cost in your WA is reflected as zero?平均0.8 公司開業(yè)一年半，新入職直接生產(chǎn)工人的工作技能有待進一步提升（63%）；售后車流量需要進一步提升，只有更多的工時才需要更多的技師； xxxxxxx xxxxxxx xxxxxxx xxxxxxxRegarding Key Figures : (P3) Productive workforce capacity per workbayFeedback and Comments3.90 4.30 4.20 4.90 5.00 4.80 4.5

8、2平均4.52 平均單車生產(chǎn)工時比較高，主要在以下兩點：統(tǒng)計車流量里不含PDI和內(nèi)部帳戶車輛車間實際工位比目前AH20標(biāo)準(zhǔn)工位多，按標(biāo)準(zhǔn)是18個工位，實際有36個工位； xxxxxxx xxxxxxx xxxxxxxRegarding Key Figures : (G1) Productive hours per vehicle throughoutFeedback and Comments 今年以來車流量在不斷的增加，也產(chǎn)生了更多的維修項目Regarding Key Figures : (G2) Productive hours per workbay per dayFeedback and

9、 CommentsJANFEBMARAPRMAYJUNAVERAGE4.404.205.506.907.307.205.92 23.43臺（不含PDI和內(nèi)部帳戶車輛）4、5、6月我們舉行了大量吸引客戶來廠活動、店內(nèi)促銷活動、外出服務(wù)活動，車流量比一季度有明顯提升；5月份VEP活動透支了部分車流量，6月份增幅比較??；Regarding Key Figures : (G3) Vehicle throughout per dayFeedback and CommentsJANFEBMARAPRMAYJUNAVERAGE20.5017.6023.6025.2026.7027.0023.43 總體比較正

10、常，但是細(xì)分起來，鈑噴生產(chǎn)率太高，機電生產(chǎn)率低；鈑噴技師人員數(shù)量較少，需要繼續(xù)增加、培養(yǎng)更多的熟練技師；需要加大機電維修工項；Regarding Key Figures : (T1) Productivity in %Feedback and CommentsJANFEBMARAPRMAYJUNAVERAGE62.32%75.31%77.75%72.95%77.52%74.69%73.42% 125.78% 鈑噴效率相對偏高，主要是噴漆工時里包含油漆材料成本，鈑金組有新入職技師沒有開鐘；Regarding Key Figures : (T3) Performance level of the

11、mechanics in %Feedback and Comments稍高一些，主要是1、2月份工時較少，隨著車流量增加，維修工時增多，該項已逐步減少Regarding Key Figures : (T4) Share of non-productive W+A hours in %Feedback and CommentsJANFEBMARAPRMAYJUNAVERAGE42.26%45.87%24.84%27.95%27.42%29.71%33.01% W 19.18% W比例偏高 ：技師做非生產(chǎn)工作時間偏多，由兩個方面：技師人數(shù)偏多；生產(chǎn)工時少；機電技師的培養(yǎng)周期比較慢，由其他品牌店維修

12、技師轉(zhuǎn)換比較困難，所以最近半年售后招聘、培養(yǎng)比較多的學(xué)員，中級技師；需要增加生產(chǎn)工時：提升車流量，深度發(fā)掘維修項目；Regarding Key Figures : (T5/T6/T7) Share of W-1/W-2/W-3hours to time present in %Feedback and Comments A1 38.8% A2 10.2% A3 0 xxxxxxx xxxxxxx xxxxxxx xxxxxxxRegarding Key Figures : (T11/T13/T15) Share of A-1/A-3/A-5hours to time absent in %Fe

13、edback and Comments 1320 xxxxxxx xxxxxxx xxxxxxx xxxxxxxRegarding Key Figures : (U3a) Workshop turnover (excluding parts)per vehicle throughputFeedback and Comments 4608 xxxxxxx xxxxxxx xxxxxxx xxxxxxxRegarding Key Figures : (U3b) Parts turnover via workshopper vehicle throughputFeedback and Comment

14、s 97.28% 車間配件所占比例較高，下一步需要進一步加大精品配件銷售Regarding Key Figures : (U11) Share of parts turnover via the workshopto the overall parts turnover in %Feedback and Comments 86.4% 標(biāo)準(zhǔn)是小于30% 如果排除數(shù)據(jù)填寫方面的因素，技師的直接生產(chǎn)性工資比較低；Regarding Key Figures : (K1) Contribution margin I in % of (45)Feedback and Comments 0 Regardin

15、g Key Figures : (52) Other direct costs in % of (45)Feedback and Comments 43.15% 標(biāo)準(zhǔn)范圍40%，可以接受；員工成本43.27%偏高，考慮到銷售成本13.6%偏低，可能與數(shù)據(jù)填寫有關(guān)；Regarding Key Figures : (K2) Contribution margin II in % of (45)Feedback and Comments 25.41%運營成本17.74%，在控制范圍內(nèi)；Regarding Key Figures : (K3) Contribution margin III in %

16、of (45)and (53) Operating costsFeedback and Comments 9.52%整體是可以接受的；Regarding Key Figures : (K4) Workshop profit I in % of (45)and (58) Total imputed costsFeedback and CommentsBy looking at your WA for the above two figures (average for the six months), what conclusion can you draw?Regarding Key Figu

17、res : (K6) Costs price per productive hour and (K7) Actual e per hour K6 273.15 - K7 232.47= 40.68單獨看每工時成本和收益，發(fā)現(xiàn)虧損40.68；人力成本比較大；需要繼續(xù)加大車流量，加大工時收入；深度發(fā)掘維修項目，增加單車工時收入；關(guān)于成本方面財務(wù)會計掌握了更多的主動權(quán)，建議財務(wù)人員也參與BMI5相關(guān)的培訓(xùn)，與售后BMI5有更多的了解；加強、強調(diào)與保險公司的雙贏合作；禁酒駕實行以來，較大事故車來廠量銳減，合作保險公司盈利水平大幅提升，而經(jīng)銷商事故車份額逐漸減少，建議：集團方面重視此狀況，共同商討應(yīng)對方案；Any Other Points of Concern / or Assistance requirements / or Feedback to raise:-Target Planning (in points form):- What are the urgent steps you plan to take to improve the key figures in your S