更新时间：12-05 （橙子）提供原创文章
摘 要：基于KPI体系的内部标杆管理是从自身出发，不断寻找可量化或可行为化的标杆，即所说的“最佳实践”。以大众汽车服务部门的管理实践为出发点，期于探求一种能够帮助企业组织构建具有实用性和可操作性的标杆管理模式和绩效考评方法。应用标杆管理和KPI基本理论分析大众汽车服务部门整改案例发现，其标杆管理过程呈视野窄，局限性大、只模仿不创新、定位的片面性等问题。因此在确定KPI评估标准基础上，对标杆进行选择和数据收集与分析、同时兼顾沟通控制、绩效评估与改进才可为改善服务部门绩效提供有益参考。
关键词：标杆管理；KPI；大众汽车服务部门
Abstract:In view of the KPI (key performance indicators) idea, internal benchmarking theory is a method of management relentlessly in pursuit of quantified index system and measurable standards, which is known as “best practice” at the same time. Based on the analysis of Volkswagen’s undergoing practice of management adopted by its service department, this paper is drafted seeking for patterning practical and operable combination upon benchmarking and performance appraisal system to optimize the enterprises organizational structure of the giant German automaker. With the application of the theoretical definition of Benchmarking and KPI, the review of VW’s rectification cases reflected the critical problem that the current benchmarking is too confined to a narrow horizon to innovate without imitation and meanwhile fails to properly locate itself in the big picture. So, the benchmarking benefits the company only under the circumstance that every link covered within the system including “selection, analysis, performance evaluation, summary, communication, application, and supervisory control” is created referring to a valid KPI performance system.
Key words: Benchmarking;Key Performance Indicators(KPI); Volkswagen’s service department