TJDY新厂搬迁项目进度管理研究

发布时间：2018-08-17 14:48

【摘要】：TJDY公司是TH集团在国内投资建立的第一个方便食品工厂,从1992年在天津开发区建立了第一条生产线,发展到目前42条生产线,2013年已成为年产值可达30亿元的大型食品生产企业。但因为三个厂区布局分散,存在环保问题和消防隐患,新技术引进受限,管理效率低,阻碍了企业发展,同时为了配合开发区政府整体开发政策以及提升集团企业形象、增加市场竞争力,集团决定选址在睦宁路新建制面车间、办公大楼及配套设施等建筑,设两大成品仓、四大制面车间、调理车间、精料厂及PE桶厂,总共占地约20万平方米,应用十九项新技术兴建天津新厂,年产方便面约50亿包,年产值可达75亿元人民币。TJDY新厂搬迁项目是集团在大陆投资十多年来的第一个搬迁项目,受到集团各级主管的重视,在项目实施过程中应用项目化管理的思路,从项目专案小组的成立,到各责任部门的分工,到进度计划的制定与进度的控制等,应用了项目管理的方法和手段,使此搬迁项目得以顺利进行,但是因为各种原因仍然存在许多管理瑕疵有待改善。所以该项目进行研究与分析,目的是为了保证该项目顺利完成,并给同行业的搬迁项目管理提供有价值的参考与借鉴。本文通过整理工程进度控制中采用的组织措施、使用项目管理工具WBS、责任矩阵、甘特图等制定切实可行的进度计划,找出所有可以并行开展的工作,找出关键路径,提前考虑解决并行工作时资源不足问题。在项目执行阶段,按照进度计划,分段细化工作。实行周报、日报、双周报和月报制度,发现问题及时沟通解决。遇到不可控因素,及时调整。定期召开协调会议,通报各部分工程进度情况、协调相关问题,及时进行调整。在每项工作开始前,把工作责任细化。及时上报质量、进度、投资情况,便于上级领导决策,解决工程进度所遇到的种种难题。通过采取纠偏办法和控制措施,保证项目目标的顺利实现。
[Abstract]:TJDY Company is the first convenient food factory invested by th Group in China. It has established the first production line in Tianjin Development Zone in 1992 and now has 42 production lines. In 2013, it has become a large food production enterprise with an annual output value of 3 billion yuan. However, due to the scattered layout of the three plant areas, the existence of environmental protection problems and fire hazards, the limited introduction of new technologies and the low efficiency of management, this has hindered the development of enterprises. Meanwhile, in order to cooperate with the overall development policy of the development zone government and to enhance the corporate image of the group, To increase the market competitiveness, the group decided to locate the site of the new construction workshop, office building and supporting facilities at Mu-Ning Road, with two finished product warehouses, four noodle workshops, conditioning workshop, concentrate factory and PE barrel factory, covering a total area of about 200000 square meters. Using 19 new technologies to build a new Tianjin factory with an annual output of about 5 billion bales of instant noodles and an annual output value of 7.5 billion yuan. TJDY's new plant relocation project is the first relocation project in which the Group has invested in the mainland for more than a decade, and has received the attention of the group's executives at all levels. In the process of project implementation, the method and means of project management are applied, from the establishment of project ad hoc group to the division of labor of each responsible department, to the formulation of schedule plan and the control of schedule, etc. The relocation project went smoothly, but there are still many management flaws to be improved for a variety of reasons. The purpose of this project is to ensure the project to be completed smoothly and to provide valuable reference for the management of relocation projects in the same industry. Through organizing measures used in project schedule control, using project management tools such as WBS, responsibility matrix, Gantt chart and so on, this paper makes a feasible schedule, finds out all the work that can be carried out in parallel, and finds out the key path. Think ahead of time to solve the problem of insufficient resources for parallel work. In the project execution phase, according to the progress plan, the detailed work. Implement weekly, daily, biweekly and monthly report system to solve problems in time. Meet uncontrollable factor, adjust in time. Hold regular coordination meetings to inform all parts of the progress of the project, coordinate related issues, timely adjustment. Refine the responsibilities of each job before it begins. Timely report quality, progress, investment situation, easy for superior leaders to make decisions, solve the problems encountered in the progress of the project. Through the adoption of corrective measures and control measures to ensure the smooth realization of project objectives.
【学位授予单位】：河北工业大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：TU722

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