本文選題：石油化工行業(yè)　切入點：EPC　出處：《華南理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：石油化工項目相對于市政工程、建筑工程等其他類建設(shè)項目,有其特殊性,其裝置之間是承接關(guān)系,牽一發(fā)而動全身,且其投資巨大、建設(shè)周期長、工藝技術(shù)復(fù)雜、設(shè)備特殊、介質(zhì)腐蝕性強、高溫高壓、易燃易爆,風險很大,所以石化項目對建設(shè)過程要求嚴格。影響石化項目建設(shè)成敗的原因有很多,其中工程設(shè)計管理(包括質(zhì)量、進度綜合控制、費控、溝通、風險等管理)是相當關(guān)鍵的因素,研究石化項目設(shè)計管理,對項目整體能否順利建成投產(chǎn),有重要意義。目前,國內(nèi)外大型石油化工項目流行設(shè)計、采購、施工一體化EPC總承包工程建設(shè)模式,在縮短建設(shè)周期、降低項目成本、減少建設(shè)中間環(huán)節(jié)等方面具有顯著的優(yōu)勢,國內(nèi)石化行業(yè)項目建設(shè)領(lǐng)域也越來越多的采用這種模式。在EPC總承包管理模式的應(yīng)用過程中,設(shè)計管理處于整個項目的核心地位。本文通過對某石化EPC總承包項目的設(shè)計基本要求、設(shè)計要點及設(shè)計管理目標出發(fā),發(fā)現(xiàn)國內(nèi)石化EPC設(shè)計管理過程主要是依靠ISO9000質(zhì)量管理體系、QHSE(Quality、Health、Safety、Environment)管理體系、公司內(nèi)部的作業(yè)文件以及國際上EPC通用的設(shè)計管理流程,但設(shè)計管理程序不清晰,反映在沒有抓住國內(nèi)石化的建設(shè)特點,把質(zhì)量、進度、費控、溝通、風險等設(shè)計管理的影響因素切實的剖析出來,這將影響到石化EPC項目執(zhí)行過程中采購、施工、試車等控制節(jié)點能否準確而正常進行。找出該項目設(shè)計管理中存在的問題,分析和解決這些問題,從而得出設(shè)計管理各因素對項目影響程度強弱順序為質(zhì)量、進度、費用、策劃、溝通、風險、文控的管理。完善設(shè)計全過程管理機制,并將設(shè)計管理注入采購、施工等環(huán)節(jié)中,項目質(zhì)量得到保證。通過Hazop分析(危險與可操作性分析)進行圖紙安全性及可操作性審查,修改設(shè)計385項;通過P6進度計劃軟件及專業(yè)協(xié)作表時間點控制等手段,設(shè)計進度節(jié)點得到控制,設(shè)計采購文件準時交付采購部,11400張(折合A1圖幅)施工圖按進度計劃工期完成;主體設(shè)備及散裝材料、工藝管道材料等費用均有所降低,主體設(shè)備節(jié)約成本441.89萬元,工藝管道通過滿足需要質(zhì)量設(shè)計的原則,降低成本120.40萬元;通過風險轉(zhuǎn)移和提前評估控制了風險的產(chǎn)生,設(shè)計管理形成了程序模式,充分發(fā)揮設(shè)計管理在石化EPC項目中的核心地位,并取得2014年集團公司設(shè)計樣板工程。本文對于提高國內(nèi)石化EPC項目設(shè)計管理能力都有一定的幫助,同時也可以作為設(shè)計經(jīng)理在執(zhí)行石化EPC項目的管理參考。
[Abstract]:Compared with other kinds of construction projects, such as municipal projects, construction projects and so on, petrochemical projects have their own particularities. Their units are connected with each other, and their investment is huge, the construction period is long, the process and technology are complex, and the equipment is special. The medium is corrosive, high temperature and high pressure, flammable and explosive, and the risk is very high, so the petrochemical project requires strict construction process. There are many reasons that affect the success or failure of the petrochemical project construction, among which the engineering design management (including quality, progress comprehensive control), Cost control, communication and risk management are quite key factors. Studying petrochemical project design and management is of great significance to whether the whole project can be successfully completed and put into operation. At present, domestic and foreign large-scale petrochemical projects are popular in design and procurement. Construction integration EPC general contracting project construction mode has remarkable advantages in shortening construction cycle, reducing project cost and reducing intermediate link of construction, etc. The domestic petrochemical industry project construction field also more and more uses this pattern. In the EPC general contract management pattern application process, Design management is at the core of the whole project. This paper starts with the basic design requirements, design essentials and design management objectives of a petrochemical EPC general contracting project. It is found that the process of EPC design management in domestic petrochemical industry mainly depends on the ISO9000 quality Management system (QHSE), the internal working documents of the company and the international EPC design management process, but the design management procedure is not clear. This is reflected in the failure to grasp the characteristics of domestic petrochemical construction, and to analyze the factors affecting design management such as quality, progress, cost control, communication, risk, etc., which will affect the procurement and construction of petrochemical EPC projects. This paper finds out the problems existing in the design management of the project, analyzes and solves these problems, and concludes that the order of influencing degree of design management on the project is quality, schedule, cost, etc. Planning, communication, risk, document control management. Improve the design process management mechanism, and design management into the procurement, construction and other links, The quality of the project is guaranteed. Through Hazop analysis (hazard and maneuverability analysis), drawing safety and maneuverability are reviewed, and 385 items of design are modified, and P6 schedule software and professional collaboration table are used to control the time and point of time, and so on. The design progress node is controlled, the design procurement documents are delivered to the purchasing department on time, 11400 construction drawings are completed according to the schedule, and the cost of the main equipment and bulk materials, process piping materials, etc., are reduced, The main equipment saves four million four hundred and eighteen thousand and nine hundred yuan in cost, the process pipeline reduces the cost one million two hundred and four thousand yuan by satisfying the principle of quality design, the risk generation is controlled by risk transfer and early evaluation, and the design management forms the program mode. Give full play to the core position of design management in petrochemical EPC project, and obtain the design model project of 2014 group company. This paper is helpful to improve the design management ability of domestic petrochemical EPC project. At the same time, it can also be used as the management reference of the design manager in the execution of petrochemical EPC project.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：TE65;TU712

【共引文獻】

相關(guān)期刊論文 前10條

1 陳慧;朱建;張清華;崔淑梅;辛翠香;;MCS在工程估價中的應(yīng)用[J];四川建筑科學(xué)研究;2007年05期

2 譚敬勝,吳岳;承包商轉(zhuǎn)移風險途徑的探討[J];長春工程學(xué)院學(xué)報(社會科學(xué)版);2002年02期

3 閆瑞娟,張莉;淺議工程項目全風險造價管理[J];重慶工學(xué)院學(xué)報;2002年05期

4 孟亞宏;;淺議電力工程管理探析[J];中國城市經(jīng)濟;2010年11期

5 歐麗萍;;工程代建制模式下政府投資項目風險管理方法研究[J];財經(jīng)界(學(xué)術(shù)版);2008年02期

6 郭瑛;;工程經(jīng)濟管理風險分析及防范措施探討[J];財經(jīng)界(學(xué)術(shù)版);2011年11期

7 孫建華;;建設(shè)項目風險識別研究[J];重慶科技學(xué)院學(xué)報(自然科學(xué)版);2010年03期

8 郝治斌;;高速公路工程建設(shè)風險管理問題的研究[J];城市道橋與防洪;2006年04期

9 任宏,鄧中美;建筑策劃中的風險識別與風險評價[J];重慶大學(xué)學(xué)報(自然科學(xué)版);2005年09期

10 王宏偉;;淺談建筑工程項目風險管理與控制[J];福建建材;2012年06期

相關(guān)博士學(xué)位論文 前10條

1 樓海軍;國際EPC水泥工程風險管理研究[D];武漢理工大學(xué);2011年

2 張建設(shè);面向過程的工程項目風險動態(tài)管理方法研究[D];天津大學(xué);2003年

3 于國安;基礎(chǔ)設(shè)施特許權(quán)合約設(shè)計的經(jīng)濟分析[D];河海大學(xué);2004年

4 劉睿;國際大型土木工程承包項目投標風險定量評估[D];天津大學(xué);2003年

5 趙斌;工程項目投標決策支持系統(tǒng)的構(gòu)建與模式研究[D];天津大學(xué);2004年

6 石巖;我國優(yōu)勢項目高水平運動員參賽風險的識別、評估與應(yīng)對[D];北京體育大學(xué);2004年

7 賽云秀;工程項目控制與協(xié)調(diào)機理研究[D];西安建筑科技大學(xué);2005年

8 張云波;工程項目工期延誤原因及預(yù)警模型研究[D];天津大學(xué);2004年

9 孫曉光;城市基礎(chǔ)設(shè)施建設(shè)及其投融資研究[D];天津大學(xué);2004年

10 喻建良;國有采礦權(quán)轉(zhuǎn)讓價值評估研究[D];中南大學(xué);2006年

，

本文編號：1610306