本文關(guān)鍵詞： 項(xiàng)目 客車(chē)研發(fā) 項(xiàng)目管理 對(duì)策研究　出處：《吉林大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：在中國(guó)日新月異的發(fā)展速度下,中國(guó)經(jīng)濟(jì)快速增長(zhǎng),汽車(chē)工業(yè)無(wú)疑仍然是國(guó)民經(jīng)濟(jì)支柱產(chǎn)業(yè),成為拉動(dòng)國(guó)家經(jīng)濟(jì)持續(xù)增長(zhǎng)的重要引擎之一。從國(guó)際上一些重要的發(fā)達(dá)國(guó)家經(jīng)濟(jì)發(fā)展歷程來(lái)看,例如美國(guó),日本等,汽車(chē)產(chǎn)業(yè)的發(fā)展都對(duì)國(guó)家經(jīng)濟(jì)發(fā)展有非常重大的貢獻(xiàn),只不過(guò)不同國(guó)家具體的汽車(chē)產(chǎn)業(yè)發(fā)展格局與模式對(duì)國(guó)家經(jīng)濟(jì)的支撐作用有所不同而已。當(dāng)前中國(guó)正處在經(jīng)濟(jì)新常態(tài)下,大眾創(chuàng)業(yè)萬(wàn)眾創(chuàng)新的雙創(chuàng)新時(shí)期,對(duì)于汽車(chē)企業(yè)的創(chuàng)新創(chuàng)造離不開(kāi)研發(fā)活動(dòng)。因此,汽車(chē)企業(yè)為了謀求更長(zhǎng)遠(yuǎn)的利益,汽車(chē)研發(fā)活動(dòng)必然成為企業(yè)管理重要的課題。研發(fā)項(xiàng)目管理,顧名思義,是企業(yè)進(jìn)行研發(fā)活動(dòng)中的項(xiàng)目管理活動(dòng)�；谘邪l(fā)活動(dòng)具有項(xiàng)目目標(biāo)的不確定性、計(jì)劃進(jìn)度的不確定性、技術(shù)實(shí)現(xiàn)的不確定性等特征,在進(jìn)行研發(fā)項(xiàng)目管理的具體操作時(shí),具體的方法要采用不同于一般領(lǐng)域的項(xiàng)目管理工作。因此,考慮到研發(fā)項(xiàng)目管理的特殊性,持續(xù)不斷地優(yōu)化研發(fā)項(xiàng)目管理十分必要,自然就成為企業(yè)管理的重中之重。Y集團(tuán)作為國(guó)內(nèi)汽車(chē)行業(yè)的先驅(qū)者,承擔(dān)著不僅僅企業(yè)的經(jīng)濟(jì)責(zé)任,其還承擔(dān)著重要的社會(huì)責(zé)任�？蛙�(chē)作為汽車(chē)行業(yè)中獨(dú)特的一支,其具有很強(qiáng)烈的多品種小批量的獨(dú)特性,因此Y集團(tuán)對(duì)于客車(chē)產(chǎn)品的定位是商用車(chē)先進(jìn)新技術(shù)的載體。Y集團(tuán)客車(chē)業(yè)務(wù)更是提出了三年打基礎(chǔ),五年謀發(fā)展,十年成為國(guó)內(nèi)技術(shù)領(lǐng)先的客車(chē)品牌的戰(zhàn)略目標(biāo)。本文主要通過(guò)對(duì)Y集團(tuán)客車(chē)研發(fā)項(xiàng)目管理現(xiàn)狀的研究,找出其中存在的問(wèn)題,分析真因,并根據(jù)相關(guān)理論研究,然后提出解決對(duì)策。本文主要是從項(xiàng)目管理的角度出發(fā),來(lái)探討Y集團(tuán)客車(chē)研發(fā)項(xiàng)目管理時(shí)所存在的問(wèn)題。本文重點(diǎn)關(guān)注,Y集團(tuán)客車(chē)研發(fā)項(xiàng)目管理存在人員組織問(wèn)題、項(xiàng)目成本問(wèn)題、項(xiàng)目進(jìn)度問(wèn)題、試制產(chǎn)品質(zhì)量問(wèn)題、研發(fā)項(xiàng)目管理其他問(wèn)題等5個(gè)方面的問(wèn)題,這類(lèi)問(wèn)題較為突出,而且普遍,是嚴(yán)重制約Y集團(tuán)項(xiàng)目管理效率與效能的關(guān)鍵點(diǎn)。本文通過(guò)對(duì)研發(fā)管理理論研究,從研發(fā)管理的特點(diǎn)入手,并從項(xiàng)目管理知識(shí)體系中,分類(lèi)別地具體分析問(wèn)題,找出問(wèn)題的根本原因。通過(guò)對(duì)汽車(chē)工業(yè)質(zhì)量管理體系的深入研究,結(jié)合問(wèn)題的原因,給出了具體的解決與優(yōu)化措施,使得Y集團(tuán)客車(chē)研發(fā)項(xiàng)目管理進(jìn)行了進(jìn)一步的優(yōu)化與完善。本文通過(guò)研發(fā)項(xiàng)目管理的人員組織問(wèn)題研究,進(jìn)行項(xiàng)目管理的組織強(qiáng)化,加強(qiáng)人員組織的管理與配置;通過(guò)項(xiàng)目組織機(jī)構(gòu)的調(diào)整、責(zé)任主體的劃分與明確,保證項(xiàng)目管理的有效性;通過(guò)項(xiàng)目管理計(jì)劃的管理改善,實(shí)現(xiàn)進(jìn)度控制與強(qiáng)化,保證項(xiàng)目進(jìn)度的有效實(shí)施;以質(zhì)量保證為主線,貫穿項(xiàng)目質(zhì)量管理的始終,保證上下游的目標(biāo)統(tǒng)一,有效達(dá)成項(xiàng)目目標(biāo);以持續(xù)改善為保障,保證研發(fā)項(xiàng)目管理的持續(xù)改進(jìn),提升Y集團(tuán)客車(chē)研發(fā)項(xiàng)目管理的水平。
[Abstract]:With the rapid development of China, the Chinese economy is growing rapidly, and the automobile industry is undoubtedly still the pillar industry of the national economy. From the economic development of some important developed countries, such as the United States, Japan, and so on, the development of the automobile industry has made a very significant contribution to the national economic development. It is just that the pattern and mode of development of the automobile industry in different countries have different supporting effects on the national economy. At present, China is in the new normal of the economy. The innovation and creation of automobile enterprises can not be separated from R & D activities. Therefore, in order to seek long-term benefits, automobile R & D activities will inevitably become an important subject of enterprise management. R & D project management, as the name implies, It is a project management activity in R & D activities. Based on the characteristics of R & D activities, such as uncertainty of project objectives, uncertainty of schedule, uncertainty of technical realization, etc., in the specific operation of R & D project management, Therefore, considering the particularity of R & D project management, it is necessary to continuously optimize R & D project management. Naturally, as the forerunner of domestic automobile industry, Group Y is becoming the most important enterprise management, which bears not only the economic responsibility of the enterprise, but also the important social responsibility. As a unique branch of the automobile industry, the passenger car is a unique branch of the automobile industry. It has a strong uniqueness of many varieties and small batches. Therefore, Y Group has put forward three years of foundation and five years of development for the positioning of passenger car products as the carrier of advanced new technology for commercial vehicles. The strategic goal of becoming a leading bus brand in China for ten years. This paper mainly studies the current situation of R & D project management of passenger cars in Y Group, finds out the existing problems, analyzes the true causes, and studies the relevant theories. Then put forward the countermeasures. This paper mainly from the point of view of project management, to explore the Y Group bus R & D project management problems, this paper focuses on the YY Group bus R & D project management personnel organization problems, Such problems as project cost, project schedule, product quality, R & D project management, etc., are prominent and common. This paper studies the theory of R & D management, starts with the characteristics of R & D management, and analyzes the problems from the point of view of project management knowledge system. Find out the root cause of the problem. Through the in-depth study of the quality management system of automobile industry, combined with the cause of the problem, the concrete solution and optimization measures are given. This paper studies the personnel organization of R & D project management, strengthens the organization of project management, and strengthens the management and configuration of personnel organization. Through the adjustment of the project organization and the division and clarification of the main body of responsibility, the effectiveness of the project management can be ensured, the progress control and strengthening can be realized through the management improvement of the project management plan, and the effective implementation of the project progress can be ensured. Take the quality assurance as the main line, runs through the project quality management, guarantees the upstream and downstream goal unification, effectively achieves the project goal, takes the continuous improvement as the guarantee, guarantees the research and development project management continuous improvement, Improve the level of R & D project management in Y Group.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F426.471;F273.1

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