發(fā)布時(shí)間：2018-05-29 11:36

  本文選題：項(xiàng)目管理 + 質(zhì)量控制��； 參考：《天津大學(xué)》2013年碩士論文

【摘要】：天汽模全名天津汽車(chē)模具股份有限公司，原本是個(gè)國(guó)有企業(yè)，2003年改制，2004年企業(yè)落戶(hù)到空港保稅區(qū)，在世界經(jīng)濟(jì)一體化和中國(guó)快速成為世界制造中心的背景下，特別是在中國(guó)汽車(chē)工業(yè)發(fā)展帶動(dòng)下，只短短的十年，企業(yè)的規(guī)模有了5倍的增長(zhǎng)，效益有了10倍的增長(zhǎng)，隨著公司規(guī)模的增長(zhǎng)，承接的項(xiàng)目數(shù)量和合同額不斷增加，原有的生產(chǎn)管理已經(jīng)不能有效的控制超過(guò)100個(gè)在產(chǎn)并行項(xiàng)目。項(xiàng)目管理制度成為公司發(fā)展的需要，而從傳統(tǒng)的生產(chǎn)管理演變過(guò)來(lái)的項(xiàng)目管理存在諸多遺留問(wèn)題，因此本人著重對(duì)于汽車(chē)模具制造的項(xiàng)目管理進(jìn)行研究，為了解決目前普遍存在的客戶(hù)在項(xiàng)目進(jìn)度以及質(zhì)量上的抱怨。 模具制造有其行業(yè)生產(chǎn)特點(diǎn),屬于單件生產(chǎn)，每套模具的設(shè)計(jì)與制造都具有唯一性,沒(méi)有直觀可比的質(zhì)量標(biāo)準(zhǔn),沒(méi)有現(xiàn)成的產(chǎn)品經(jīng)驗(yàn),有著相對(duì)高的風(fēng)險(xiǎn)性,汽車(chē)模具業(yè)務(wù)從合同洽談,設(shè)計(jì),生產(chǎn),發(fā)貨,調(diào)試以及售后是一個(gè)完整的項(xiàng)目,本論文對(duì)汽車(chē)模具制造的項(xiàng)目管理進(jìn)行研究。 通過(guò)對(duì)于項(xiàng)目管理的研究，總結(jié)出針對(duì)公司切實(shí)可行的“項(xiàng)目管理流程”，全過(guò)程項(xiàng)目管控模式，并具有較強(qiáng)的操作性，該流程已經(jīng)在奇瑞路虎L538項(xiàng)目上做試點(diǎn)，這個(gè)項(xiàng)目目前還在進(jìn)行中，處于機(jī)加工尾聲，裝配開(kāi)始階段，采購(gòu)進(jìn)程完成100%。到目前為止，相對(duì)于其它項(xiàng)目而言，路虎L538項(xiàng)目因?yàn)閼?yīng)用新的項(xiàng)目管理流程運(yùn)轉(zhuǎn)順利。 項(xiàng)目經(jīng)理對(duì)于客戶(hù)的技術(shù)要求組織更為詳細(xì)的研究，并且將注意事項(xiàng)提前通報(bào)各部門(mén)。在各個(gè)節(jié)點(diǎn)和客戶(hù)的會(huì)簽工作也是按照流程自檢在前，在客戶(hù)最終檢查中發(fā)現(xiàn)問(wèn)題較少。通過(guò)在進(jìn)度過(guò)程中對(duì)各制造部門(mén)嚴(yán)格把關(guān)，及時(shí)協(xié)調(diào)產(chǎn)能問(wèn)題，把問(wèn)題提前研究解決，減少了重復(fù)性工作，節(jié)約了項(xiàng)目成本。到目前為止，該項(xiàng)目按照計(jì)劃進(jìn)度進(jìn)行，客戶(hù)各環(huán)節(jié)的檢查合格率和滿(mǎn)意度都在95%（平均85%）以上，，項(xiàng)目按照計(jì)劃時(shí)間回款率100%(平均80%)，采購(gòu)費(fèi)用占項(xiàng)目總合同額比例25%以下（平均35%），可以預(yù)計(jì)，該項(xiàng)目能如期發(fā)貨實(shí)現(xiàn)利潤(rùn)20%(平均10%)。 此項(xiàng)研究必將進(jìn)一步提升公司以及同行業(yè)的項(xiàng)目管理水平，為公司創(chuàng)造巨大價(jià)值和利潤(rùn)同時(shí)，并能更快培養(yǎng)一批高素質(zhì)的綜合型項(xiàng)目管理人員。為公司由“生產(chǎn)經(jīng)營(yíng)型企業(yè)”向“經(jīng)營(yíng)生產(chǎn)型企業(yè)”轉(zhuǎn)型時(shí)期提供依據(jù)和支持，轉(zhuǎn)變項(xiàng)目管理人員的新理念，使企業(yè)順利通過(guò)規(guī)�；瘞�(lái)的管理瓶頸進(jìn)入下一個(gè)快速發(fā)展通道。
[Abstract]:Tianqi Model was originally a state-owned enterprise named Tianjin Automobile Mould Co., Ltd., which was restructured in 2003 and settled into the free trade zone of the airport in 2004. Under the background of the world economic integration and China's rapid development as a world manufacturing center, In particular, driven by the development of China's automobile industry, in only a short decade, the scale of enterprises has increased by five times, and the efficiency of enterprises has increased by 10 times. With the growth of the size of the companies, the number of projects undertaken and the amount of contracts undertaken have been increasing. The original production management has been unable to effectively control more than 100 parallel projects in production. The project management system has become the need of the development of the company, but there are many remaining problems in the project management evolved from the traditional production management. Therefore, I focus on the research on the project management of automobile mould manufacturing. To address the current widespread customer complaints about project schedule and quality. Die manufacturing has its own characteristics of industry production and belongs to single piece production. The design and manufacture of each set of dies have uniqueness, no intuitive and comparable quality standards, no ready-made product experience, and relatively high risk. Automobile mold business from contract negotiation, design, production, delivery, commissioning and after-sale is a complete project, this paper on the automotive mold manufacturing project management. Through the research on project management, the paper summarizes the feasible project management process, the whole process project control mode, and has a strong operability, the process has been made pilot on the Chery Land Rover L538 project. The project is still in progress, at the end of machining, the assembly starts, and the procurement process completes 100. So far, Land Rover L538 has been running smoothly with the new project management process compared to other projects. The project manager organizes a more detailed study of the customer's technical requirements and notifies the department in advance. At each node and customer countersign work is also in accordance with the process of self-inspection in the customer final inspection found fewer problems. By strictly checking the manufacturing departments in the progress process, coordinating the production capacity problems in time, and solving the problems in advance, the repetitive work is reduced and the project cost is saved. So far, the project has been carried out in accordance with the planned schedule, and the customer's qualification rate and satisfaction rate for each link are above 95% (an average of 85%). According to the planned time, the project has a payback rate of 100% (average 80%), the procurement cost is less than 25% of the total contract amount of the project (average 35%), it can be expected that the project can deliver goods on schedule and realize the profit 20% (average 10%). This research will further improve the project management level of the company and the same industry, create huge value and profit for the company, and at the same time, can train a group of high quality comprehensive project managers more quickly. It provides the basis and support for the transformation period from "production and management enterprise" to "management production enterprise", changes the new concept of project manager, and makes the enterprise enter into the next rapid development channel smoothly through the management bottleneck brought by scale.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.4;F273

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