B公司汽车零部件开发项目的风险管理

发布时间：2018-01-15 06:29

本文关键词：B公司汽车零部件开发项目的风险管理　出处：《上海交通大学》2014年硕士论文　论文类型：学位论文

【摘要】：随着中国经济的持续发展,中国汽车市场已经成为了全球规模最大的单一市场,据中国汽车行业协会(CAAM)的统计数据,国内主要车企数量已经达到了70家左右,几乎每家主机厂都有计划推出涡轮增压发动机,开发项目数量高达上百个。GM,VW和Ford等国际主机厂的换代机型也多采用涡轮增压技术,同时应用了大量新技术。庞大的项目数量加上大量新技术的应用,使得产品开发成为一项日益复杂,存在大量风险的活动。本文依据B公司的开发项目管理流程四个阶段:概念论证阶段、功能验证阶段、技术验证阶段和流程验证阶段。以及六个门径:OG1管理层评审EOT,QG2项目启动门(Project PlanSpecification),QG3项目投资计划提交门(Release for A/R Submission),QG4产品设计验证发放门(Product DesignDevelopment Review),QG5 PPAP发放门(Release for PPAP),QG6投产发放门(Release for SOP),导入项目风险管理流程IAPMT;本文参照I(Risk Identification)理论,首先对涡轮增压器的开发项目管理流程四个阶段六个门进行工作分解,然后对工作分解出的每一项,本文再按照理论原则逐一的进行风险识别,归纳整理成风险识别清单。本文在风险识别清单的基础上,根据A(Risk Assessment)逐项进行评估其项目风险事件状态,包括风险发生的概率和后果影响度,从而得出风险事件的影响值。然后依据P(Risk Prioritization)的论述,采用AHP层次分析法对高影响度风险事件进行评价和排序,量化项目的风险值,可以帮助公司比较不同项目的风险大小。本文采用M(Risk Mitigation Planning)理论,应用四大风险应对策略分别来应对通过项目评价得出的高风险事件;运用T(Risk Tracking)理论将这些应对方法细化和落实到公司的四个阶段和六个门的项目管理流程中去,作为门径过关的必要交付物,用于实现对风险事件的持续有效监控。这些成果运用于公司开展VW项目时,建立了具实际操作性的风险管理流程和方法,不仅有效监控在VW项目启动时已知的风险事件,而且在项目开展过程中能够持续识别,评估,评价和监控风险事件,具备了完整的风险管理能力。
[Abstract]:With the continuous development of China's economy, the Chinese automobile market has become the largest single market in the world, according to CAAM statistics. The number of major car companies in China has reached 70 or so, almost every mainframe plant has plans to launch turbocharged engines, the number of development projects as high as hundreds of .GM. The replacement models of international mainframe factories such as VW and Ford also mostly use turbocharging technology, at the same time, a large number of new technologies are used, and a large number of new technologies are applied. Make the product development become an increasingly complex, there are a lot of risk activities. This paper according to B company development project management process four stages: concept demonstration phase, functional verification phase. Technical validation phase and process validation phase. And six paths: OG1 management review EOTT QG2 Project launch Project Plan Specification). The QG3 project investment plan submits release for A / R submission. QG4 Product DesignDevelopment Review. QG5 PPAP release for PPP QG6 production release for SOP. Import project risk management process IAPMT; With reference to risk Identification Theory, this paper firstly decomposes six gates in four stages of the turbocharger development project management process. Then for each item decomposed from the work, this paper according to the theoretical principles of risk identification one by one, summarized into a risk identification list. This paper is based on the risk identification list. Assess the status of the project's risk events, including the probability of risk occurrence and the impact of the consequences, on an itemized basis. In order to get the impact value of the risk events. Then according to the discussion of risk prioritization, AHP AHP is used to evaluate and rank the high impact risk events. Quantifying the risk value of a project can help companies compare the risks of different projects. This paper adopts risk Mitigation planning theory. Applying four risk coping strategies to deal with the high risk events through project evaluation; By using the theory of risk Tracking, these methods are refined and implemented into the project management process of the company in four stages and six gates, as the necessary deliverables for clearance. To achieve continuous and effective monitoring of risk events. These results are used in VW projects to establish practical and operational risk management processes and methods. It not only effectively monitors the known risk events during the start-up of the VW project, but also can continuously identify, evaluate, evaluate and monitor the risk events during the process of the project, and has a complete capability of risk management.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.3;F426.471

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