D公司A核电项目蒸汽发生器制造进度控制管理研究

发布时间：2018-12-13 08:48

【摘要】：近年来,随着我国民用核电行业的蓬勃发展,CPR1000、EPR、AP1000、CAP1400等多种堆型、不同技术标准的核电项目相继上马,国内大型装备制造企业迎来了核电春风,纷纷投入巨资新建了核电装备制造基地,以求在民用核电市场上占据更多的市场份额。然而,当大量订单拿到手后,由于受到原材料采购进度滞后、技术准备工作不充分、进度管理方法不能适应项目发展等多种因素的影响,大多数项目的实际进度与进度计划存在较大偏差。本文以某核电装备制造企业D公司为例,将其所承接的A核电项目蒸汽发生器制造进度管理过程作为研究对象,分析并提出了核电装备制造企业在项目进度管理工作上的新思路和新方法。项目管理工作最为核心的管理是项目进度管理,是项目成功与否的关键量化标准,也是赢得用户,抢占市场的必杀器。好的进度管理必然有好的进度计划做支撑,尤其在管理严格、程序严谨、持续周期长、接口关系复杂的核电工程主设备项目上更是体现的淋漓尽致,如何保障项目进度能够实现计划预期目标,满足合同规定和用户要求,是公司持续更快、更好发展的关键。本文首先介绍了D公司的基本情况、进度控制管理的组织机构、现状以及存在的问题,结合D公司A项目蒸汽发生器制造进度管理实际案例,在借鉴国内外同类型制造企业在项目进度计划编制和进度控制等方面先进经验的基础上,重新制订了A项目蒸汽发生器制造进度管理工作,在项目集成计划的编制和进度管理控制等方面提出了新的思路和想法,找出了适合D公司项目进度管理的新方法,对D公司A项目进度管理进行优化和改善,并以A项目蒸汽发生器制造进度管理进行了应用研究,进行了实际验证。全文在分析A项目的基础上提出了新的管理方法和解决实际问题的应对措施,对D公司后续的项目进度管理工作具有一定的指导意义,也为同类型制造企业的进度控制管理工作提供一定的借鉴和参考。
[Abstract]:In recent years, with the vigorous development of civil nuclear power industry in China, nuclear power projects of various types, such as CPR1000,EPR,AP1000,CAP1400, and different technical standards have been launched one after another, and the domestic large equipment manufacturing enterprises have ushered in the spring trend of nuclear power. Huge investment has been invested in the construction of nuclear power equipment manufacturing base in order to occupy more market share in the civil nuclear power market. However, when a large number of orders have been obtained, due to the delay in the procurement of raw materials, inadequate technical preparation, schedule management methods can not adapt to the development of the project and other factors. The actual progress and schedule of most projects are quite different. Taking D Company of a nuclear power equipment manufacturing enterprise as an example, this paper takes the process of manufacturing schedule management of steam generator in A nuclear power project as the research object. This paper analyzes and puts forward new ideas and methods of project schedule management in nuclear power equipment manufacturing enterprises. The core of project management is project schedule management, which is the key quantification standard of project success or not. It is also a must-kill device to win users and seize the market. A good schedule management must be supported by a good progress plan, especially in nuclear power project main equipment projects with strict management, rigorous procedures, long duration and complex interface relationships. How to ensure the progress of the project can achieve the expected goal, meet the contract requirements and user requirements, is the key to the company's continued faster and better development. This paper first introduces the basic situation of company D, the organization of schedule control management, the current situation and the existing problems, combined with D company A project steam generator manufacturing schedule management actual cases, On the basis of drawing lessons from the advanced experience of the same type of manufacturing enterprises at home and abroad in project schedule planning and schedule control, the management of steam generator manufacturing schedule of Project A is reformulated. This paper puts forward new ideas and ideas on project integration plan formulation and schedule management control, finds out a new method suitable for project schedule management of D Company, and optimizes and improves A project schedule management of D Company. The application of A project steam generator manufacturing schedule management is studied and verified. Based on the analysis of project A, the paper puts forward new management methods and measures to solve practical problems, which has certain guiding significance for the project schedule management of company D. Also for the same type of manufacturing enterprises progress control and management work to provide some reference and reference.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.4;F273

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