本文選題：發(fā)動機 + 進度管理��； 參考：《吉林大學(xué)》2015年碩士論文

【摘要】：F公司經(jīng)過多年與世界領(lǐng)先的汽車企業(yè)合資合作，總結(jié)了許多項目管理的科學(xué)方法可以應(yīng)用在自主發(fā)動機項目上。但由于產(chǎn)品成熟度和組織機構(gòu)的不同，F(xiàn)公司并不能完全借鑒合資公司的項目管理方法。需結(jié)合合資企業(yè)的經(jīng)驗，以現(xiàn)有的A發(fā)動機生產(chǎn)線建設(shè)項目為載體，提煉出自己的發(fā)動機建設(shè)項目的管理方案才能更加適應(yīng)企業(yè)的發(fā)展需要。 根據(jù)F公司對制造領(lǐng)域提出高效率制造、低成本制造、高品質(zhì)制造的要求，在設(shè)計發(fā)動機生產(chǎn)線建設(shè)項目的管理方案時，需要對進度管理、投資管理、質(zhì)量管理進行設(shè)計并通過全面風(fēng)險管理的控制措施保障項目目標(biāo)。 進度管理方面，建立三級計劃管理制度，明確各層計劃的責(zé)任范圍及時間節(jié)點。同時，根據(jù)以往項目經(jīng)驗，對二級計劃涵蓋工作進行了標(biāo)準(zhǔn)化，，規(guī)范了各專業(yè)領(lǐng)域二級計劃的內(nèi)容，依據(jù)具體項目的實際情況調(diào)整工作內(nèi)容和工期，做到避免項目的丟項落項。通過統(tǒng)計計劃達成率和督促各專業(yè)領(lǐng)域工作。通過建立項目專用辦公室目視化項目資料及各層級例會制度控制項目進度。 質(zhì)量管理方面，建立質(zhì)保策劃階段、外協(xié)件OTS階段、外協(xié)件PP階段、發(fā)動機試生產(chǎn)-小批量-量產(chǎn)過程、初期流動管理五個階段，明確各階段的完成時間，在每個階段完成時組織階段性確認(rèn)會。從總成質(zhì)量管理、自制件質(zhì)量管理、外協(xié)件質(zhì)量管理三個方面規(guī)范其在五個階段的工作內(nèi)容。通過設(shè)計管理項目達成度評價（HPC）設(shè)置A發(fā)動機機加線、裝配線各32項評審內(nèi)容及標(biāo)準(zhǔn)，判定質(zhì)量階段的移行。 投資管理方面，在項目策劃階段三輪投資估算明晰項目的盈利水平。在實施階段為了保證投資不超，規(guī)定在招標(biāo)時各分類定量的投資額度不可以超過可研投資概算；建立預(yù)算管理制度，通過付款跟蹤表、投資與用款預(yù)算執(zhí)行月報、項目季度投資狀態(tài)報告對項目投資狀態(tài)進行時時跟蹤以及通過項目變更管理降低超投資的風(fēng)險。 風(fēng)險管理方面，提出在項目生產(chǎn)準(zhǔn)備啟動前對政府關(guān)聯(lián)事項、規(guī)劃目標(biāo)、項目保障措施、進度、投資、質(zhì)量、產(chǎn)品成熟度、采購、人員九個知識領(lǐng)域進行啟動風(fēng)險評估以判定項目的風(fēng)險，對已識別出的風(fēng)險、產(chǎn)品成熟度風(fēng)險、采購風(fēng)險、人員風(fēng)險提出風(fēng)險控制措施，并通過風(fēng)險趨勢表、項目狀態(tài)報告、問題跟蹤表等風(fēng)險監(jiān)控更加降低或規(guī)避項目風(fēng)險。 最后，為了保證管理方案可以有效開展，通過對F公司三種組織機構(gòu)的分析，結(jié)合F集團公司的組織機構(gòu)提出以項目型組織機構(gòu)為主體，一二級公司組成事務(wù)局分介入的混合式組織機構(gòu)。并針對這種組織機構(gòu)設(shè)置保障制度以保證項目管理方案能夠順利實施。
[Abstract]:After many years of joint venture and cooperation with the world's leading automobile enterprises, company F has summed up many scientific methods of project management that can be applied to autonomous engine projects. However, due to the different product maturity and organizational structure, the company can not fully learn from the project management methods of the joint venture company. Combining the experience of the joint venture and taking the existing A engine production line construction project as the carrier, the management scheme of its own engine construction project can be more suitable for the development needs of the enterprise. According to the requirement of high efficiency manufacturing, low cost manufacturing and high quality manufacturing put forward by company F, schedule management and investment management are needed in designing the management scheme of engine production line construction project. Quality management designs and ensures project objectives through overall risk management controls. In the aspect of schedule management, establish three-level plan management system and define the responsibility range and time node of each level plan. At the same time, according to the past project experience, the second level plan covers the work to carry on the standardization, has standardized each specialized domain two level plan content, adjusts the work content and the time limit according to the concrete project actual situation, achieves the goal to avoid the item missing item. Through the statistical plan to achieve the rate and supervise the work of the various professional areas. Control the progress of the project by establishing a project office to visualize project data and regular meetings at all levels. In the aspect of quality management, we should establish quality assurance planning stage, OTS stage, PP stage, trial production of engine-small batch-mass production process, initial flow management, and define the completion time of each stage. Organize periodic validation meetings at the end of each phase. From three aspects of assembly quality management, self-made part quality management and external component quality management, the content of its work in five stages is standardized. Through the evaluation of the degree of achievement of the design management project (HPC), the A engine line is set up, the assembly line includes 32 items of evaluation contents and standards, and the migration of the quality stage is judged. Investment management, in the project planning phase three-round investment estimates clear project profitability. In order to ensure that the investment does not exceed the investment, it is stipulated that the amount of investment in each category and quantity shall not exceed the budget estimates of the researchable investment at the time of the tender, and a budget management system shall be established, and monthly reports on the implementation of the investment and expenditure budgets shall be made through payment tracking forms, Project quarterly investment status reports keep track of project investment status and reduce risk of overinvestment through project change management. In the aspect of risk management, it is proposed that, before the start of the project production preparation, the relevant government issues, planning objectives, project safeguard measures, schedule, investment, quality, product maturity, procurement, Conduct risk assessment in nine areas of knowledge to determine project risk, propose risk control measures for identified risks, product maturity risks, procurement risks, personnel risks, and through risk trend tables, project status reports, Risk monitoring such as problem tracking forms reduces or avoids project risks. Finally, in order to ensure that the management program can be carried out effectively, through the analysis of three kinds of organizations of F Company, combining with the organization of F Group Company, the author puts forward that the main body is the project-based organization. A two-tier company consists of a mixed organizational structure in which the Bureau of Affairs is involved. And this kind of organization establishes the safeguard system to guarantee the project management plan to carry out smoothly.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.4;F273

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