本文選題：電力工程項(xiàng)目 + 精益管理　； 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：目前我國(guó)的電力工程企業(yè)管理中仍普遍存在使用粗放式管理為主的管理模式,這種管理模式已經(jīng)不能滿足當(dāng)前的電力工程項(xiàng)目發(fā)展的需要。因此,必須在了解當(dāng)前電力項(xiàng)目施工及發(fā)展的前提下,進(jìn)行基于當(dāng)前電力工程項(xiàng)目的精益管理應(yīng)用研究,并提出適宜的管理策略。 本文首先闡述了電力工程項(xiàng)目精益管理的研究背景,接著介紹了國(guó)內(nèi)外精益管理的研究現(xiàn)狀和相關(guān)理論,然后以WH公司為研究對(duì)象,提出了電力工程項(xiàng)目管理過(guò)程中的存在問(wèn)題,再針對(duì)性地展開(kāi)了應(yīng)用精益管理對(duì)電力企業(yè)工程項(xiàng)目管理的研究,建立了WH公司工程項(xiàng)目精益管理體系,其中：項(xiàng)目規(guī)劃設(shè)計(jì)精益管理,從規(guī)劃科學(xué)合理的工序、建立項(xiàng)目執(zhí)行權(quán)責(zé)進(jìn)行實(shí)施；物資采購(gòu)供應(yīng)精益管理,從優(yōu)化采購(gòu)流程、實(shí)施供應(yīng)商管理進(jìn)行實(shí)施；項(xiàng)目施工精益管理,從施工管理精益化、施工成本控制、施工風(fēng)險(xiǎn)管理進(jìn)行實(shí)施；項(xiàng)目工程管理精益化,從項(xiàng)目工程質(zhì)量管理精益化、項(xiàng)目工程進(jìn)度管理精益化、項(xiàng)目工程材料成本管理精益化進(jìn)行實(shí)施；人力資源管理精益化,從培訓(xùn)管理精益化、績(jī)效薪酬管理精益化進(jìn)行實(shí)施。最后針對(duì)WH公司電力工程精益管理效果進(jìn)行了分析,總體上公司在實(shí)施精益管理方面效果明顯,論證了電力工程項(xiàng)目精益管理的可操作性和有效性,為后續(xù)研究提供了有益參考。
[Abstract]:At present, extensive management is still widely used in the management of electric power engineering enterprises in our country, and this management mode can not meet the needs of the development of the current electric power engineering projects. Therefore, on the premise of understanding the construction and development of the current electric power project, the application of lean management based on the current power engineering project must be studied, and the appropriate management strategy should be put forward. This paper first describes the research background of lean management of power engineering projects, then introduces the research status and related theories of lean management at home and abroad, and then takes WH Company as the research object. The existing problems in the process of power engineering project management are put forward, and the research on the application of lean management to the project management of electric power enterprise is carried out, and the project lean management system of WH company is established. Among them: lean management of project planning and design, establishment of project execution authority and responsibility from planning scientific and reasonable processes, lean management of material procurement and supply, implementation of supplier management from optimizing procurement process; Lean management of project construction is implemented from lean management of construction management, control of construction cost, management of construction risk, lean management of project engineering management, lean management of project engineering quality, lean management of project progress, Project engineering material cost management lean implementation, human resources management lean, from training management lean, performance pay management lean implementation. Finally, the effect of Lean Management in Power Engineering of WH Company is analyzed. The effect of Lean Management is obvious in WH Company, and the maneuverability and effectiveness of Lean Management in Power Engineering Project are demonstrated. It provides a useful reference for further study.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.61;F284

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本文編號(hào)：1814686