一汽—大众公司迈腾车型改造项目进度管理研究

发布时间：2018-02-14 08:56

本文关键词： 项目进度管理里程碑事件 WBS工序分解网络图优化　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：在项目的实际运营管理中,针对每一个项目的不同阶段,项目活动需要关注的侧重点都会不同。在项目固定的进度、质量和成本的金三角里,从某种角度上来讲,项目的进度管理是整个项目管理的灵魂,也是一个全面反映项目实施状况的综合指标。本文研究的迈腾车型改造项目是在原版欧洲迈腾车型第8代的基础上针对中国市场的车型改造项目,为一汽-大众公司今年来重点的车型项目之一,在迈腾车型改造项目进展的前期,中期,一直问题不断,直至项目的后期,即ZP5生产管理启动阶段问题集中爆发,导致项目后期整体的进度严重拖期。本文首先在第一章中介绍了论文研究背后的背景和内容以及研究的方法和内容,以及本文借鉴的文献综述与理论基础,通过理论的知识为本文做了学术研究上的指引。在本文的第二章中对于迈腾车型改造项目作以简要的概述,对于项目后期拖期存在的原因逐一进行了细节性的分析,整合了整体项目实际进展中的概况;在第三章中首先对于整体项目的阶段先是通过对于项目里程碑事件进行了整体的界定,对于项目里程碑工序进行进一步的分解,通过时间参数的确立,找出每道工序的紧前和紧后工作,通过总时差确认了工作关键路径,同时根据网络模型的工具对于主要的三个阶段进行了网络图的进度优化。在本文的最后,对于迈腾车型改造项目顺利进行提出了一系列的保障措施,通过加强对于供应商的管理,通过加强后期合同管理,为项目设立单独的进度管理控制的专员,提供公平,透明的汇报制度,对整个项目实行信息化管理,并严格控制变更申请。另外,保障措施还需要形成部门责任的分配矩阵,建立技术变更的分审批制度以及供应商各个工期考核和验收制度,将上述作为项目改造过程中的保障措施。同时,对于整车厂的零件供应环节,有了进一步的供件进度优化,向新的进度优化目标迈进了一大步。此次迈腾车型项目改造,虽然中间有项目拖期的情况发生,但是通过一系列的进度优化措施,适当的追回工期,而在资源的配置方面,进行了合理的调配,节约了项目资源的投入。
[Abstract]:In the actual operation and management of the project, the focus of the project activities will be different at different stages of each project. In the Golden Triangle of the fixed schedule, quality and cost of the project, in a certain way, Project schedule management is the soul of the whole project management. It is also a comprehensive index reflecting the implementation of the project. The Maiteng model transformation project studied in this paper is aimed at the Chinese market on the basis of the 8th generation of the original European Maiteng model. As one of the key model projects in FAW-VW this year, in the early and middle stages of the Maiteng model transformation project, the problems have been constantly in question until the late stage of the project, that is, the start-up stage of ZP5 production management. The first chapter introduces the background and content of the research, the methods and contents of the research, and the literature review and theoretical basis that this paper uses for reference. In the second chapter of this paper, we give a brief overview of the Maiteng vehicle transformation project, and make a detailed analysis one by one of the reasons for the late delay period of the project. Integration of the overall project in the actual progress of the overview; in the third chapter, the first for the overall project phase through the overall definition of the project milestone events, the project milestone process for further decomposition, Through the establishment of time parameters, find out the work before and after each working procedure, and confirm the key path through the total time difference. At the same time, according to the tools of the network model, the paper optimizes the progress of the main three stages of the network diagram. At the end of this paper, a series of safeguard measures are put forward for the successful implementation of the Maiteng vehicle transformation project. By strengthening the management of suppliers, by strengthening the management of the later stage contracts, establishing a separate progress management control specialist for the project, providing a fair and transparent reporting system, and implementing information management for the whole project, And strictly control the application for change. In addition, the safeguard measures also need to form a division responsibility distribution matrix, establish a separate examination and approval system for technical changes, as well as a system for evaluating and accepting each period of time for suppliers. Take the above as a safeguard measure in the process of the project transformation. At the same time, for the parts supply link of the whole vehicle factory, there has been further optimization of the supply schedule of the parts, which is a big step forward to the new goal of the schedule optimization. This time, the transformation of the Maiteng model project, Although there is a delay in the project, through a series of schedule optimization measures, the appropriate recovery period, and in the allocation of resources, the reasonable allocation, saving the project resources input.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.471;F273

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