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一(yi)汽(qi)解放集(ji)團股份有(you)限公司（以下(xia)簡稱“一(yi)汽(qi)解放”）作(zuo)為國(guo)(guo)內商(shang)用車行(xing)業的領航者，積極貫(guan)徹落實國(guo)(guo)資委國(guo)(guo)企改革(ge)三(san)年(nian)行(xing)動部(bu)署(shu)和對標(biao)世(shi)(shi)界一(yi)流管(guan)理提(ti)升行(xing)動要求，圍繞“中國(guo)(guo)第(di)一(yi)、世(shi)(shi)界一(yi)流”戰略目標(biao)，大力推(tui)進產品開發體系(xi)變革(ge)重構，打(da)造世(shi)(shi)界一(yi)流管(guan)理體系(xi)。

統一共識，堅定要“變”

變(bian)(bian)(bian)革重構不(bu)僅是變(bian)(bian)(bian)業務、變(bian)(bian)(bian)組織(zhi)，更是要變(bian)(bian)(bian)運作(zuo)、變(bian)(bian)(bian)權(quan)力(li)，高度的變(bian)(bian)(bian)革共(gong)識和堅定的變(bian)(bian)(bian)革決心是推(tui)動變(bian)(bian)(bian)革的“源動力(li)”。

一(yi)汽解放積極探索(suo)，對標(biao)世界領(ling)(ling)先(xian)的變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)理(li)念，牢固(gu)樹立(li)上下一(yi)致(zhi)的變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)共識和(he)決(jue)心。一(yi)是(shi)高層(ceng)(ceng)(ceng)認定“變(bian)(bian)(bian)”。一(yi)汽解放高層(ceng)(ceng)(ceng)領(ling)(ling)導通過(guo)充分對標(biao)、研討(tao)，統一(yi)思想(xiang)，確立(li)變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)愿(yuan)景、明確變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)目標(biao)、構建變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)路徑，提出“功成不必在我(wo)”和(he)“不換思想(xiang)就換人”兩大理(li)念。直面變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)挑戰(zhan)，堅(jian)定變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)決(jue)心，明確變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)意義，打造堅(jian)實的變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)領(ling)(ling)導力。二是(shi)全員支持“變(bian)(bian)(bian)”。在變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)推進過(guo)程中，以科學的變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)方(fang)法引導，逐級逐層(ceng)(ceng)(ceng)開(kai)展(zhan)變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)愿(yuan)景、變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)目標(biao)、變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)價值的研討(tao)、宣貫，讓(rang)中層(ceng)(ceng)(ceng)干部擁護變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)、主(zhu)導變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)，讓(rang)基礎員工理(li)解變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)、支持變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)，打造上下一(yi)致(zhi)的變(bian)(bian)(bian)革(ge)(ge)(ge)(ge)(ge)執行力。

創新方法，保障會“變”

一汽解放對標(biao)和(he)引(yin)入先進的變(bian)革(ge)實踐，并結合(he)自(zi)身經驗(yan)，構建一套(tao)(tao)符合(he)自(zi)身發(fa)展需(xu)求的“1411”變(bian)革(ge)方法，即按照“1個價(jia)值牽(qian)引(yin)、4位(wei)一體協同模式(shi)、1套(tao)(tao)項目運作方式(shi)、1套(tao)(tao)變(bian)革(ge)推(tui)動(dong)機制”的科學(xue)方法推(tui)動(dong)變(bian)革(ge)。

一是(shi)業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)價值(zhi)牽引變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)。變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)團隊通(tong)(tong)(tong)過(guo)診斷、梳(shu)理業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)層面的問題，明確亟需提升(sheng)業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)指(zhi)標，并將業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)提升(sheng)指(zhi)標設置為變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)目(mu)標，通(tong)(tong)(tong)過(guo)引入(ru)合適(shi)的先(xian)進管理實(shi)(shi)踐，調整業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)運作(zuo)模式，實(shi)(shi)現業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)目(mu)標提升(sheng)，同(tong)(tong)時(shi)有效的管理變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)價值(zhi)。二是(shi)“四位一體”協同(tong)(tong)變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)。聚(ju)焦重點(dian)領域和關(guan)(guan)鍵環節，通(tong)(tong)(tong)過(guo)流程、組織、IT、機制(zhi)（含人才(cai)、文化）四位一體集成推(tui)進變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)，系(xi)(xi)統(tong)優化業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)運作(zuo)的 “河(he)道”（流程）以及“堤壩”（管理體系(xi)(xi)），使(shi)變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)可落地、可持續。三是(shi)項(xiang)目(mu)運作(zuo)推(tui)進變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)。引入(ru)科學的變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)項(xiang)目(mu)管理方法，對變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)項(xiang)目(mu)的計劃、范(fan)圍、變(bian)(bian)(bian)(bian)(bian)(bian)(bian)更、評審實(shi)(shi)施(shi)系(xi)(xi)統(tong)管理，保證(zheng)變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)項(xiang)目(mu)高效推(tui)進和高質量交付。四是(shi)提升(sheng)“人”變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)意愿推(tui)動機制(zhi)。通(tong)(tong)(tong)過(guo)開展溝通(tong)(tong)(tong)、評估、培訓、宣傳(chuan)等活(huo)動，提升(sheng)利(li)益關(guan)(guan)系(xi)(xi)人的變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)意愿與(yu)能力，保障對變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)的認同(tong)(tong)及投入(ru)度(du)，同(tong)(tong)時(shi)積極(ji)宣傳(chuan)和貫(guan)徹(che)變(bian)(bian)(bian)(bian)(bian)(bian)(bian)革(ge)(ge)后的業(ye)(ye)(ye)(ye)(ye)(ye)務(wu)。

聚焦價值，“變”出成果

產(chan)品(pin)(pin)力(li)是企(qi)業的生(sheng)(sheng)命(ming)力(li)。一汽解放聚(ju)焦(jiao)最核心的主價值鏈業務(wu)—產(chan)品(pin)(pin)誕生(sheng)(sheng)流程（簡稱IPD），開(kai)展(zhan)“生(sheng)(sheng)命(ming)工(gong)程”變革重(zhong)構(gou)(gou)，著力(li)構(gou)(gou)建領先的世(shi)界級產(chan)品(pin)(pin)開(kai)發體(ti)系，保障(zhang)穩定、高效、持續、快速交付高質量、有競爭力(li)的產(chan)品(pin)(pin)。

一汽(qi)解(jie)放瞄準商業成(cheng)功、客戶滿(man)意，推進IPD流(liu)程(cheng)變(bian)革(ge)。一是引入(ru)世(shi)界領先(xian)的IPD開發管理實踐。二是引入(ru)集成(cheng)產(chan)品開發的模式。目前，一汽(qi)解(jie)放已在本部完成(cheng)流(liu)程(cheng)試點及推行(xing)，試點項目周期縮(suo)減33%，產(chan)品利(li)潤率提(ti)升(sheng)4.2%，產(chan)品質(zhi)量提(ti)升(sheng)19%。

為支撐IPD變(bian)革落地，有效(xiao)傳遞(di)經(jing)(jing)營壓力，一(yi)汽解放(fang)通過(guo)重(zhong)構(gou)業務管理模(mo)式(shi)、重(zhong)構(gou)組(zu)織運(yun)作模(mo)式(shi)、打造(zao)全(quan)新的(de)(de)(de)運(yun)作機制(zhi)同步開展組(zu)織變(bian)革。目前，第(di)一(yi)條產品線的(de)(de)(de)組(zu)織變(bian)革已完成，經(jing)(jing)營管理責任及面(mian)向市場(chang)的(de)(de)(de)產品投資決策權進(jin)一(yi)步傳遞(di)和釋(shi)放(fang)，有效(xiao)激發組(zu)織活力，提升(sheng)運(yun)營效(xiao)率。

一(yi)汽(qi)解放從(cong)頂層(ceng)規劃出發(fa)(fa)，建(jian)立研(yan)發(fa)(fa)主(zhu)干統(tong)一(yi)、末端靈活(huo)的集成(cheng)IT架構，通過IT系(xi)統(tong)實現流程的固化(hua)及有(you)效遵從(cong)。通過一(yi)系(xi)列研(yan)發(fa)(fa)系(xi)統(tong)應用(yong)，研(yan)發(fa)(fa)領域作業效率(lv)提升30%、協同效率(lv)提升20%。

一(yi)汽(qi)解(jie)放的(de)IPD管理(li)(li)變(bian)革實現(xian)了從(cong)(cong)產品(pin)成(cheng)功到“產品(pin)+商業”成(cheng)功、從(cong)(cong)技術驅(qu)動到“技術+客戶”雙輪驅(qu)動、從(cong)(cong)接力(li)(li)開發到集成(cheng)式(shi)開發、從(cong)(cong)職能(neng)(neng)式(shi)運(yun)作(zuo)到矩陣式(shi)運(yun)作(zuo)的(de)轉變(bian)，組(zu)織活(huo)力(li)(li)、效率效能(neng)(neng)大(da)幅(fu)提(ti)升，全(quan)面(mian)沉淀架(jia)構、流程(cheng)、數據、IT、變(bian)革項目(mu)管理(li)(li)和(he)變(bian)革管理(li)(li)6個業務領域的(de)變(bian)革能(neng)(neng)力(li)(li)，形(xing)成(cheng)一(yi)汽(qi)解(jie)放持續自(zi)我變(bian)革自(zi)我優化的(de)流程(cheng)方法，實現(xian)重卡銷量(liang)連續六年行業第一(yi)、中重卡銷量(liang)連續五年行業第一(yi)、牽(qian)引車單(dan)一(yi)品(pin)牌銷量(liang)連續四年全(quan)球第一(yi)。

【責任編輯：溫存】