D公司基于项目理论的设备管理研究

发布时间：2018-02-23 18:02

本文关键词： 项目管里经营管理 SWOT PERT CPM　出处：《天津大学》2014年硕士论文　论文类型：学位论文

【摘要】：D公司综合考虑柔性化生产成为当前制造型企业生产的主旋律，结合目前市场变化和公司综合产能等各方面的考虑，在公司董事会上做出了采购新设备，扩大产能的决议。本论文主要应用项目管理理论对公司采购的快淬炉设备进行前期管理及实际应用的分析与研究。设备管理包括前期管理和后期维护，而设备前期管理包括：设备的采购、安装、调试和验收四个方面。本文主要对D公司快淬炉设备前期管理进行了研究和实例应用分析。 D公司为外商独资企业，其所用的真空设备--快淬炉为美国进口设备。本文项目团队通过运用项目管里的知识和方法，进行快淬设备的前期管理，即快淬炉的采购、安装、调试和验收及投入使用，按照公司计划完成了公司的项目。企业经营管理的三大支柱之一是项目管理。时间、质量、费用是项目管理的主要控制三个要素。充分利用项目管理的知识和方法，才能更好的控制项目的进展，费用的支出以及项目的质量。通过持续创新和发展项目管理活动，使项目管理的理念与企业的实际发展情况相适应和结合，更进一步发挥项目管理的先进管理特性。为了适应企业生产的快速发展的需要，近些年国内很多著名企业陆续不断增加设备，提高产能。在本文的研究过程中，本文首先介绍了进口设备采购安装调试的常规方案，又结合所服务的D公司实际现状，具体阐述了进口设备在采购安装调试的风险点与把控度。本文通过应用SWOT模型，PERT网络模型（CPM关键路径）等工具方法，对项目进行了有效控制，成功缩短了项目的完成时间。通过本次研究，使D公司在项目管理方面收获了实际经验，设备应用和安装取得了圆满成功，达到了预设的目标，给公司带来了效益。在推行项目理论对项目进行管理的过程中，，项目组成员通过不断的学习、分析、总结、交流技术方案和管理经验等手段，不仅提高了所有参与人员的技能水平和素质水平，同时也促进和提高了公司的管理水平。从而使公司的市场竞争力得到了增强，公司的外在形象得到了提升。
[Abstract]:Company D considered flexible production as the main theme of current manufacturing enterprises, combined with the current market changes and the company's comprehensive production capacity, and made the purchase of new equipment at the board of directors of the company. This paper mainly applies the project management theory to the analysis and research on the pre-management and practical application of the equipment purchased by the company. The equipment management includes the pre-management and the post-maintenance. The equipment pre-management includes four aspects: equipment purchase, installation, commissioning and acceptance. This paper mainly studies the pre-management of D company rapid quenching furnace equipment and analyzes the application of examples. Company D is a wholly foreign-owned enterprise, and the vacuum equipment it uses is imported equipment from the United States. The project team in this paper uses the knowledge and methods in the project tube to carry out the preliminary management of the rapid quenching equipment, that is, the procurement and installation of the rapid quenching furnace. Commissioning and acceptance, and put into use, according to the company plan to complete the company's project. One of the three pillars of enterprise management is project management. Time, quality and cost are the three main control elements of project management. Only by making full use of the knowledge and methods of project management, can we better control the progress of the project. Cost expenditure and project quality. Through continuous innovation and development of project management activities, the concept of project management is adapted and integrated with the actual development of the enterprise, In order to meet the needs of the rapid development of enterprise production, in recent years, many famous domestic enterprises have been increasing equipment and increasing production capacity. In the research process of this paper, this paper first introduces the routine plan of purchasing, installing and debugging imported equipment, and combines with the actual situation of company D, In this paper, the risk point and control degree of import equipment in purchasing, installation and commissioning are expounded in detail. By using SWOT model, Pert network model and CPM-critical path, the project is effectively controlled, and the completion time of the project is shortened successfully. Through this study, D Company has gained practical experience in project management, equipment application and installation have been successfully achieved, and the preset goals have been achieved. In the process of carrying out project theory to manage the project, the members of the project team through continuous study, analysis, summary, exchange of technical solutions and management experience, etc. It not only improves the skill level and quality level of all the participants, but also promotes and improves the management level of the company, so that the market competitiveness of the company is enhanced and the external image of the company is enhanced.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.6;F273.4

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