本文關(guān)鍵詞： 質(zhì)量管理 QFD 風(fēng)險(xiǎn)管理 FMEA 生產(chǎn)線(xiàn)改造 總裝　出處：《上海交通大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：中國(guó)乘用車(chē)市場(chǎng)正日趨成熟,消費(fèi)者的消費(fèi)趨向也已經(jīng)從剛開(kāi)始追求簡(jiǎn)單而大空間的車(chē)轉(zhuǎn)向各種多元化差異需求。隨之而來(lái),汽車(chē)生產(chǎn)線(xiàn)改造以適應(yīng)新產(chǎn)品滿(mǎn)足消費(fèi)需求變得越來(lái)越頻繁。在我國(guó)直到2000年前一款車(chē)型的換代周期約為10 15年,而現(xiàn)今一款新車(chē)的生命周期只有2 3年。在國(guó)內(nèi)一個(gè)新總裝車(chē)間建設(shè)成本約為20億元(主要是設(shè)備和土建),這導(dǎo)致沒(méi)有一個(gè)汽車(chē)公司愿意新建生產(chǎn)線(xiàn)來(lái)實(shí)現(xiàn)產(chǎn)品的升級(jí)換代,于是通過(guò)對(duì)現(xiàn)有生產(chǎn)線(xiàn)改造來(lái)完成新產(chǎn)品部署,就成為一個(gè)更加切實(shí)合理的手段。在總裝生產(chǎn)線(xiàn)改造項(xiàng)目中,企業(yè)通常對(duì)于項(xiàng)目關(guān)注度最高的是項(xiàng)目質(zhì)量和項(xiàng)目風(fēng)險(xiǎn)兩個(gè)方面影響原因很簡(jiǎn)單,理由是生產(chǎn)線(xiàn)改造項(xiàng)目投資一般不會(huì)超過(guò)億元,因此成本并不是企業(yè)關(guān)注點(diǎn),重要的是如何在原有生產(chǎn)線(xiàn)基礎(chǔ)上快速和高質(zhì)量的實(shí)現(xiàn)項(xiàng)目目標(biāo),保證生產(chǎn)平穩(wěn)推進(jìn)。遺憾的是現(xiàn)有生產(chǎn)線(xiàn)改造項(xiàng)目管理由于缺少有效管理方法,一直采用粗放式的管控或者讓承包商自制,顯然無(wú)法滿(mǎn)足這類(lèi)項(xiàng)目的質(zhì)量要求,同樣也很難有效規(guī)避風(fēng)險(xiǎn),所以建立起一套能夠合適汽車(chē)企業(yè)質(zhì)量和風(fēng)險(xiǎn)管理的體系對(duì)汽車(chē)生產(chǎn)線(xiàn)項(xiàng)目實(shí)施科學(xué)化管理。本文以總裝生產(chǎn)線(xiàn)改造為研究對(duì)象,在項(xiàng)目質(zhì)量控制和策劃方面進(jìn)行詳細(xì)的分析、討論,并引入QFD工具對(duì)各個(gè)內(nèi)部用戶(hù)不同質(zhì)量需求進(jìn)行評(píng)價(jià)和整合,使用層次分析法計(jì)算各個(gè)質(zhì)量需求的重要度,最終構(gòu)建質(zhì)量屋,滿(mǎn)足各方需求,實(shí)現(xiàn)項(xiàng)目質(zhì)量規(guī)劃;在項(xiàng)目風(fēng)險(xiǎn)管理上,系統(tǒng)的對(duì)總裝生產(chǎn)線(xiàn)改造項(xiàng)目中的風(fēng)險(xiǎn)進(jìn)行識(shí)別、分析、評(píng)估、應(yīng)對(duì),引入FMEA管理工具對(duì)風(fēng)險(xiǎn)進(jìn)行量化計(jì)算,建立風(fēng)險(xiǎn)清單,有效控制和規(guī)避項(xiàng)目風(fēng)險(xiǎn)。上述研究成果已經(jīng)在上海大眾Model H GP CS車(chē)型總裝生產(chǎn)線(xiàn)改造項(xiàng)目質(zhì)量和風(fēng)險(xiǎn)管理中得到具體的應(yīng)用。實(shí)踐證明本研究提出的質(zhì)量和風(fēng)險(xiǎn)管理方案能夠充分適應(yīng)生產(chǎn)線(xiàn)改造項(xiàng)目的特點(diǎn)能夠?qū)崿F(xiàn)項(xiàng)目質(zhì)量全面超越歷史同類(lèi)改造項(xiàng)目,項(xiàng)目風(fēng)險(xiǎn)全面得到監(jiān)控的成果。本研究成果可以為生產(chǎn)線(xiàn)項(xiàng)目管理提供有效指導(dǎo),對(duì)同類(lèi)的項(xiàng)目具有一定借鑒作用。
[Abstract]:The Chinese passenger car market is maturing day by day, the consumer's consumption trend has already turned from the pursuit of the simple and large space vehicle to the various diversity difference demand. Automobile production lines to adapt to new products to meet consumer demand has become more and more frequent. In our country until 2000, the replacement cycle of a model is about 10 to 15 years. The life cycle of a new car is only 2 to 3 years. The cost of building a new assembly shop in China is about 2 billion yuan (mainly equipment and civil construction). This led to no car company willing to build new production lines to achieve product upgrading, so through the existing production lines to complete the deployment of new products. It becomes a more practical and reasonable means. In the reconstruction project of assembly line, the enterprise usually pays the most attention to the project quality and project risk two aspects of the impact reason is very simple. The reason is that the investment of the production line transformation project will not exceed 100 million yuan, so the cost is not the focus of the enterprise. What is important is how to achieve the project goal quickly and high-quality on the basis of the original production line. Ensure smooth progress of production. Unfortunately, due to the lack of effective management methods, the existing production line renovation project management has been using extensive control or self-control by the contractor, obviously unable to meet the quality requirements of such projects. It is also very difficult to effectively avoid risk, so establish a suitable quality and risk management system for automotive production line project scientific management. In the project quality control and planning aspects of detailed analysis, discussion, and the introduction of QFD tools to each internal user of different quality requirements for evaluation and integration. Using analytic hierarchy process to calculate the importance of each quality demand, the final construction of quality house, to meet the needs of all parties, to achieve project quality planning; In the project risk management, the risk identification, analysis, evaluation, response, introduction of FMEA management tools to the risk quantitative calculation, the establishment of risk list. Effective control and avoidance of project risk. The above research results have been used in Model H-GP of Shanghai Volkswagen. The project quality and risk management of CS car assembly line have been applied in practice. It has been proved that the quality and risk management scheme proposed in this study can fully adapt to the characteristics of the product line transformation project and realize the project. The quality completely surpasses the history similar transformation project. The research results can provide effective guidance for production line project management and can be used for reference to similar projects.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.471;F273;U468

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本文編號(hào)：1478985