天津汽车模具项目管理流程研究

发布时间：2018-05-29 11:36

本文选题：项目管理 + 质量控制　；参考：《天津大学》2013年硕士论文

【摘要】：天汽模全名天津汽车模具股份有限公司，原本是个国有企业，2003年改制，2004年企业落户到空港保税区，在世界经济一体化和中国快速成为世界制造中心的背景下，特别是在中国汽车工业发展带动下，只短短的十年，企业的规模有了5倍的增长，效益有了10倍的增长，随着公司规模的增长，承接的项目数量和合同额不断增加，原有的生产管理已经不能有效的控制超过100个在产并行项目。项目管理制度成为公司发展的需要，而从传统的生产管理演变过来的项目管理存在诸多遗留问题，因此本人着重对于汽车模具制造的项目管理进行研究，为了解决目前普遍存在的客户在项目进度以及质量上的抱怨。模具制造有其行业生产特点,属于单件生产，每套模具的设计与制造都具有唯一性,没有直观可比的质量标准,没有现成的产品经验,有着相对高的风险性,汽车模具业务从合同洽谈,设计,生产,发货,调试以及售后是一个完整的项目,本论文对汽车模具制造的项目管理进行研究。通过对于项目管理的研究，总结出针对公司切实可行的“项目管理流程”，全过程项目管控模式，并具有较强的操作性，该流程已经在奇瑞路虎L538项目上做试点，这个项目目前还在进行中，处于机加工尾声，装配开始阶段，采购进程完成100%。到目前为止，相对于其它项目而言，路虎L538项目因为应用新的项目管理流程运转顺利。项目经理对于客户的技术要求组织更为详细的研究，并且将注意事项提前通报各部门。在各个节点和客户的会签工作也是按照流程自检在前，在客户最终检查中发现问题较少。通过在进度过程中对各制造部门严格把关，及时协调产能问题，把问题提前研究解决，减少了重复性工作，节约了项目成本。到目前为止，该项目按照计划进度进行，客户各环节的检查合格率和满意度都在95%（平均85%）以上，，项目按照计划时间回款率100%(平均80%)，采购费用占项目总合同额比例25%以下（平均35%），可以预计，该项目能如期发货实现利润20%(平均10%)。此项研究必将进一步提升公司以及同行业的项目管理水平，为公司创造巨大价值和利润同时，并能更快培养一批高素质的综合型项目管理人员。为公司由“生产经营型企业”向“经营生产型企业”转型时期提供依据和支持，转变项目管理人员的新理念，使企业顺利通过规模化带来的管理瓶颈进入下一个快速发展通道。
[Abstract]:Tianqi Model was originally a state-owned enterprise named Tianjin Automobile Mould Co., Ltd., which was restructured in 2003 and settled into the free trade zone of the airport in 2004. Under the background of the world economic integration and China's rapid development as a world manufacturing center, In particular, driven by the development of China's automobile industry, in only a short decade, the scale of enterprises has increased by five times, and the efficiency of enterprises has increased by 10 times. With the growth of the size of the companies, the number of projects undertaken and the amount of contracts undertaken have been increasing. The original production management has been unable to effectively control more than 100 parallel projects in production. The project management system has become the need of the development of the company, but there are many remaining problems in the project management evolved from the traditional production management. Therefore, I focus on the research on the project management of automobile mould manufacturing. To address the current widespread customer complaints about project schedule and quality. Die manufacturing has its own characteristics of industry production and belongs to single piece production. The design and manufacture of each set of dies have uniqueness, no intuitive and comparable quality standards, no ready-made product experience, and relatively high risk. Automobile mold business from contract negotiation, design, production, delivery, commissioning and after-sale is a complete project, this paper on the automotive mold manufacturing project management. Through the research on project management, the paper summarizes the feasible project management process, the whole process project control mode, and has a strong operability, the process has been made pilot on the Chery Land Rover L538 project. The project is still in progress, at the end of machining, the assembly starts, and the procurement process completes 100. So far, Land Rover L538 has been running smoothly with the new project management process compared to other projects. The project manager organizes a more detailed study of the customer's technical requirements and notifies the department in advance. At each node and customer countersign work is also in accordance with the process of self-inspection in the customer final inspection found fewer problems. By strictly checking the manufacturing departments in the progress process, coordinating the production capacity problems in time, and solving the problems in advance, the repetitive work is reduced and the project cost is saved. So far, the project has been carried out in accordance with the planned schedule, and the customer's qualification rate and satisfaction rate for each link are above 95% (an average of 85%). According to the planned time, the project has a payback rate of 100% (average 80%), the procurement cost is less than 25% of the total contract amount of the project (average 35%), it can be expected that the project can deliver goods on schedule and realize the profit 20% (average 10%). This research will further improve the project management level of the company and the same industry, create huge value and profit for the company, and at the same time, can train a group of high quality comprehensive project managers more quickly. It provides the basis and support for the transformation period from "production and management enterprise" to "management production enterprise", changes the new concept of project manager, and makes the enterprise enter into the next rapid development channel smoothly through the management bottleneck brought by scale.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.4;F273

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