内容案例奔驰新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 :郑州利星汽车有限公司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.业绩指标考核：车间技师每月奖金基数是当月工作的工时数（售出工时）乘以个人每工时提成系数；管理指标考核：考评技师工作质量、效率、流程合规、工作区卫生等；以上两项综合得出技师当月考核奖金。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、公司开业第二年，生产率已经超出既定目标；2、为了适应公司业绩的快速增长，需要提前培养、储备关键岗位人才；3、公司业绩在增长，给员工的收入比之前要逐渐增长，有利于员工保留；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) ?返工在售后是被认为非常严重的事，但大部分的返工实际上是非常小的失误，在没有造成损失的情况下一般不会把这些工作定义成返工；Q: Do you have “charged-back for warranty rejection” by MBCL ?X YESNO保修拒赔率是保修员的关键KPI，基本出现拒赔的情况都是工时部分赔付，没有出现配件拒赔的情况。If “YES” , p

7、lease explain, why your other direct cost in your WA is reflected as zero?平均0.8 公司开业一年半，新入职直接生产工人的工作技能有待进一步提升（63%）；售后车流量需要进一步提升，只有更多的工时才需要更多的技师； 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 平均单车生产工时比较高，主要在以下两点：统计车流量里不含PDI和内部帐户车辆车间实际工位比目前AH20标准工位多，按标准是18个工位，实际有36个工位； xxxxxxx xxxxxxx xxxxxxxRegarding Key Figures : (G1) Productive hours per vehicle throughoutFeedback and Comments 今年以来车流量在不断的增加，也产生了更多的维修项目Regarding Key Figures : (G2) Productive hours per workbay per dayFeedback and

9、 CommentsJANFEBMARAPRMAYJUNAVERAGE4.404.205.506.907.307.205.92 23.43台（不含PDI和内部帐户车辆）4、5、6月我们举行了大量吸引客户来厂活动、店内促销活动、外出服务活动，车流量比一季度有明显提升；5月份VEP活动透支了部分车流量，6月份增幅比较小；Regarding Key Figures : (G3) Vehicle throughout per dayFeedback and CommentsJANFEBMARAPRMAYJUNAVERAGE20.5017.6023.6025.2026.7027.0023.43 总体比较正

10、常，但是细分起来，钣喷生产率太高，机电生产率低；钣喷技师人员数量较少，需要继续增加、培养更多的熟练技师；需要加大机电维修工项；Regarding Key Figures : (T1) Productivity in %Feedback and CommentsJANFEBMARAPRMAYJUNAVERAGE62.32%75.31%77.75%72.95%77.52%74.69%73.42% 125.78% 钣喷效率相对偏高，主要是喷漆工时里包含油漆材料成本，钣金组有新入职技师没有开钟；Regarding Key Figures : (T3) Performance level of the

11、mechanics in %Feedback and Comments稍高一些，主要是1、2月份工时较少，随着车流量增加，维修工时增多，该项已逐步减少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 ：技师做非生产工作时间偏多，由两个方面：技师人数偏多；生产工时少；机电技师的培养周期比较慢，由其他品牌店维修

12、技师转换比较困难，所以最近半年售后招聘、培养比较多的学员，中级技师；需要增加生产工时：提升车流量，深度发掘维修项目；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% 车间配件所占比例较高，下一步需要进一步加大精品配件销售Regarding Key Figures : (U11) Share of parts turnover via the workshopto the overall parts turnover in %Feedback and Comments 86.4% 标准是小于30% 如果排除数据填写方面的因素，技师的直接生产性工资比较低；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% 标准范围40%，可以接受；员工成本43.27%偏高，考虑到销售成本13.6%偏低，可能与数据填写有关；Regarding Key Figures : (K2) Contribution margin II in % of (45)Feedback and Comments 25.41%运营成本17.74%，在控制范围内；Regarding Key Figures : (K3) Contribution margin III in %

16、of (45)and (53) Operating costsFeedback and Comments 9.52%整体是可以接受的；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单独看每工时成本和收益，发现亏损40.68；人力成本比较大；需要继续加大车流量，加大工时收入；深度发掘维修项目，增加单车工时收入；关于成本方面财务会计掌握了更多的主动权，建议财务人员也参与BMI5相关的培训，与售后BMI5有更多的了解；加强、强调与保险公司的双赢合作；禁酒驾实行以来，较大事故车来厂量锐减，合作保险公司盈利水平大幅提升，而经销商事故车份额逐渐减少，建议：集团方面重视此状况，共同商讨应对方案；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