基于关键链技术的J公司多项目进度管理应用研究

发布时间：2018-01-19 12:19

  本文关键词： 机电研发 多项目管理 关键链 缓冲区　出处：《电子科技大学》2014年硕士论文　论文类型：学位论文

【摘要】：二十一世纪以来,伴随着世界工业革命的飞速发展,汽车工业的发展可谓日新月异,与此同时,与之相关的电机行业也出现了蓬勃发展。面对激烈市场竞争,如何高效地研制出各类电机产品,以满足客户要求,是当前汽车电机制造企业面临的重大问题。而其中,制定详细合理的电机研发项目进度计划则十分重要。J公司作为一家专业从事汽车电机研发和制造的企业,为了灵活满足市场中不同客户的需要,目前公司新产品研发项目越来越多,开发周期越来越短。这些项目之间在资金、时间、人员等资源方面存在着争夺关系,这往往会导致公司资源难以有效分配和利用。因此如何在J公司有限资源约束下,制定出科学合理的多项目进度计划,保证各项目的按期完成,是J公司目前在电机研发项目管理中面临的当务之急。关键链技术是一种新的项目进度管理方法,它把关键链作为对项目的约束,采取集中管理缓冲时间的办法来控制项目的进程,并且时刻把节约资源、降低不良消耗、提高工作质量作为项目管理的理念。关键链技术与传统的项目进度管理方法(关键路径、计划评审技术等)有所不同,它不仅考虑了人的组织行为学中的一些结论,同时还考虑了各任务间的逻辑关系以及资源冲突。本论文以J公司汽车电机制造业的多研发项目管理为背景,针对J公司新产品开发进度计划,运用基于约束理论的关键链法,找到开发过程中的瓶颈资源,确定多项目使用瓶颈资源的优先顺序,进而确定该项目的关键链,并根据该项目自身具备的一些特点来设立不同的缓冲区,以此来确保项目的成功率。最后,通过关键链在J公司多项目进度制定中的应用,为公司在多研发项目之间合理调配资源,优化流程提供科学依据,提升公司的项目进度管理水平。
[Abstract]:Since 21th century, with the rapid development of the world industrial revolution, the automobile industry has been developing with each passing day, at the same time, the related electrical industry has also developed vigorously, facing the fierce market competition. How to efficiently develop all kinds of motor products to meet the requirements of customers is a major problem facing the automotive motor manufacturing enterprises. It is very important to make detailed and reasonable progress plan of motor R & D project. J Company, as a professional enterprise engaged in automobile motor R & D and manufacturing, is in order to meet the needs of different customers in the market flexibly. At present, the company's new product R & D projects are more and more, the development cycle is getting shorter and shorter. There are competing relationships between these projects in terms of funds, time, personnel and other resources. This often leads to the company resources can not be effectively allocated and utilized. So how to make a scientific and reasonable multi-project schedule under the constraints of limited resources of J Company to ensure the completion of projects on schedule. The key chain technology is a new project schedule management method, which takes the key chain as the constraint to the project. Take a centralized management of buffer time to control the progress of the project, and always save resources, reduce bad consumption. Improving work quality is the concept of project management. The key chain technology is different from the traditional project schedule management method (critical path, plan review technology, etc.). It not only takes into account some conclusions in human organizational behavior, but also considers the logical relationship among tasks and resource conflicts. This paper takes the multi-R & D project management of J company automotive motor manufacturing industry as the background. According to the new product development schedule of J Company, the key chain method based on constraint theory is used to find the bottleneck resources in the development process and determine the priority order of using the bottleneck resources in many projects. Then determine the key chain of the project, and according to some characteristics of the project itself to set up different buffers, in order to ensure the success rate of the project. Finally. Through the application of key chain in the multi-project schedule formulation of J Company, this paper provides a scientific basis for the rational allocation of resources among multi-R & D projects, optimizes the process, and promotes the project schedule management level of the company.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.471;F273
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本文编号：1444144