南京地铁流程式运营管理模式研究

发布时间：2018-05-28 11:51

本文选题：城市轨道交通 + 流程式　；参考：《大连海事大学》2011年硕士论文

【摘要】：城市轨道交通由于具有运量大、速度快、准时、安全等优点,已成为现代化大城市的宠儿,正逐步担负起公共交通系统的骨干作用。传统上人们习惯地将城市轨道交通作为政府公益性项目,认为政府部门对轨道交通的经营亏损弥补是理所当然的,往往不从转换经营理念着手,在盈利模式的研究上做得不够；而城市轨道的建设者及相关职能管理部门也习惯性的将城市轨道当作大公交车看待,不从运营组织上入手,缺乏完善的管理体系。从而造成一方面城市轨道交通一运营就亏损的现象,另一方面乘客抱怨城市轨道交通的准点率不高、车辆少、候车时间长、运营时间短、布局不合理、拥挤等现象。如何解决这一世界性的课题直接关系到城市轨道交通今后生存与发展的质量。因此以管理流程再造理论为理论基础,应用综合集成和现代管理方法,通过理论研究和实践活动全过程的结合,全面剖析南京地铁的运营现状和管理实例,明确南京地铁运营管理中存在的深层次矛盾和问题,并提出：城市轨道交通运营在实施组织结构设计的时候,应该有意识的采用面向乘客的流程式管理,一是坚持以乘客为中心,最大限度地满足乘客需求,获得效益；二是坚持以价值为导向,提高经济运行效率；三是坚持以人为本的团队式管理,发挥团队协作的功能。把为乘客提供运输服务的八个步骤作为价值创造的核心工作,把成本管理、人力资源管理、信息管理和品牌管理等作为辅助工作,从而为乘客提供一流的服务,获得相应的效益,包括企业的经济效益和社会效益。为实现目标,南京地铁公司应从运营管理的盈利模式、客户价值、内部运作过程、模式的实施保障四个方面构建出南京地铁以服务乘客为中心的运营管理模式。只有在地铁网络化运营中采取严格的流程式管理才可以达到“运营有序,增收节支,安全舒适,乘客满意”的目标,才能全面提升南京地铁的盈利能力。
[Abstract]:Because of its advantages of large volume, high speed, punctuality and safety, urban rail transit has become the darling of modern big cities and is gradually taking on the backbone role of public transportation system. Traditionally, people take urban rail transit as a public welfare project, take it as a matter of course for government departments to make up for the operating losses of rail transit, and often do not start from changing management ideas, and do not do enough research on profit model; The urban track builders and related functional management departments also habitually treat the urban track as a big bus, not from the operation organization, lack of perfect management system. On the other hand, passengers complain that the rate of urban rail transit on time is not high, the number of vehicles is less, the waiting time is long, the operation time is short, the layout is unreasonable, the congestion and so on. How to solve this worldwide problem is directly related to the quality of the future existence and development of urban rail transit. Therefore, based on the theory of management process reengineering, applying the comprehensive integration and modern management methods, through the combination of theoretical research and the whole process of practical activities, this paper comprehensively analyzes the operation status and management examples of Nanjing Metro. This paper clarifies the deep contradictions and problems existing in the operation and management of Nanjing Metro, and points out that when implementing the organizational structure design of the urban rail transit operation, it should consciously adopt the flow management oriented to the passengers. One is to insist on the passenger as the center, to meet the passenger needs to the maximum extent, to obtain benefits; the other is to adhere to value-oriented, improve the efficiency of economic operation; third, adhere to people-oriented team management, play the role of team cooperation. The eight steps of providing transport services to passengers are regarded as the core work of value creation, and cost management, human resources management, information management and brand management are taken as auxiliary work, thus providing first-class services to passengers. To obtain the corresponding benefits, including the economic and social benefits of the enterprise. In order to achieve the goal, Nanjing Metro Company should construct the operation management mode of Nanjing Metro from four aspects: profit mode, customer value, internal operation process and implementation guarantee of the mode. Only by adopting strict flow management in subway network operation can we achieve the goal of "orderly operation, increasing revenue and saving expenses, safety and comfort, and passengers' satisfaction", and can we enhance the profitability of Nanjing Metro in an all-round way.
【学位授予单位】：大连海事大学
【学位级别】：硕士
【学位授予年份】：2011
【分类号】：F572.88

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