F公司发动机生产线建设项目管理方案研究

发布时间：2018-05-10 18:12

本文选题：发动机 + 进度管理　；参考：《吉林大学》2015年硕士论文

【摘要】：F公司经过多年与世界领先的汽车企业合资合作，总结了许多项目管理的科学方法可以应用在自主发动机项目上。但由于产品成熟度和组织机构的不同，F公司并不能完全借鉴合资公司的项目管理方法。需结合合资企业的经验，以现有的A发动机生产线建设项目为载体，提炼出自己的发动机建设项目的管理方案才能更加适应企业的发展需要。根据F公司对制造领域提出高效率制造、低成本制造、高品质制造的要求，在设计发动机生产线建设项目的管理方案时，需要对进度管理、投资管理、质量管理进行设计并通过全面风险管理的控制措施保障项目目标。进度管理方面，建立三级计划管理制度，明确各层计划的责任范围及时间节点。同时，根据以往项目经验，对二级计划涵盖工作进行了标准化，，规范了各专业领域二级计划的内容，依据具体项目的实际情况调整工作内容和工期，做到避免项目的丢项落项。通过统计计划达成率和督促各专业领域工作。通过建立项目专用办公室目视化项目资料及各层级例会制度控制项目进度。质量管理方面，建立质保策划阶段、外协件OTS阶段、外协件PP阶段、发动机试生产-小批量-量产过程、初期流动管理五个阶段，明确各阶段的完成时间，在每个阶段完成时组织阶段性确认会。从总成质量管理、自制件质量管理、外协件质量管理三个方面规范其在五个阶段的工作内容。通过设计管理项目达成度评价（HPC）设置A发动机机加线、装配线各32项评审内容及标准，判定质量阶段的移行。投资管理方面，在项目策划阶段三轮投资估算明晰项目的盈利水平。在实施阶段为了保证投资不超，规定在招标时各分类定量的投资额度不可以超过可研投资概算；建立预算管理制度，通过付款跟踪表、投资与用款预算执行月报、项目季度投资状态报告对项目投资状态进行时时跟踪以及通过项目变更管理降低超投资的风险。风险管理方面，提出在项目生产准备启动前对政府关联事项、规划目标、项目保障措施、进度、投资、质量、产品成熟度、采购、人员九个知识领域进行启动风险评估以判定项目的风险，对已识别出的风险、产品成熟度风险、采购风险、人员风险提出风险控制措施，并通过风险趋势表、项目状态报告、问题跟踪表等风险监控更加降低或规避项目风险。最后，为了保证管理方案可以有效开展，通过对F公司三种组织机构的分析，结合F集团公司的组织机构提出以项目型组织机构为主体，一二级公司组成事务局分介入的混合式组织机构。并针对这种组织机构设置保障制度以保证项目管理方案能够顺利实施。
[Abstract]:After many years of joint venture and cooperation with the world's leading automobile enterprises, company F has summed up many scientific methods of project management that can be applied to autonomous engine projects. However, due to the different product maturity and organizational structure, the company can not fully learn from the project management methods of the joint venture company. Combining the experience of the joint venture and taking the existing A engine production line construction project as the carrier, the management scheme of its own engine construction project can be more suitable for the development needs of the enterprise. According to the requirement of high efficiency manufacturing, low cost manufacturing and high quality manufacturing put forward by company F, schedule management and investment management are needed in designing the management scheme of engine production line construction project. Quality management designs and ensures project objectives through overall risk management controls. In the aspect of schedule management, establish three-level plan management system and define the responsibility range and time node of each level plan. At the same time, according to the past project experience, the second level plan covers the work to carry on the standardization, has standardized each specialized domain two level plan content, adjusts the work content and the time limit according to the concrete project actual situation, achieves the goal to avoid the item missing item. Through the statistical plan to achieve the rate and supervise the work of the various professional areas. Control the progress of the project by establishing a project office to visualize project data and regular meetings at all levels. In the aspect of quality management, we should establish quality assurance planning stage, OTS stage, PP stage, trial production of engine-small batch-mass production process, initial flow management, and define the completion time of each stage. Organize periodic validation meetings at the end of each phase. From three aspects of assembly quality management, self-made part quality management and external component quality management, the content of its work in five stages is standardized. Through the evaluation of the degree of achievement of the design management project (HPC), the A engine line is set up, the assembly line includes 32 items of evaluation contents and standards, and the migration of the quality stage is judged. Investment management, in the project planning phase three-round investment estimates clear project profitability. In order to ensure that the investment does not exceed the investment, it is stipulated that the amount of investment in each category and quantity shall not exceed the budget estimates of the researchable investment at the time of the tender, and a budget management system shall be established, and monthly reports on the implementation of the investment and expenditure budgets shall be made through payment tracking forms, Project quarterly investment status reports keep track of project investment status and reduce risk of overinvestment through project change management. In the aspect of risk management, it is proposed that, before the start of the project production preparation, the relevant government issues, planning objectives, project safeguard measures, schedule, investment, quality, product maturity, procurement, Conduct risk assessment in nine areas of knowledge to determine project risk, propose risk control measures for identified risks, product maturity risks, procurement risks, personnel risks, and through risk trend tables, project status reports, Risk monitoring such as problem tracking forms reduces or avoids project risks. Finally, in order to ensure that the management program can be carried out effectively, through the analysis of three kinds of organizations of F Company, combining with the organization of F Group Company, the author puts forward that the main body is the project-based organization. A two-tier company consists of a mixed organizational structure in which the Bureau of Affairs is involved. And this kind of organization establishes the safeguard system to guarantee the project management plan to carry out smoothly.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.4;F273

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