發(fā)布時(shí)間：2018-06-01 13:54

  本文選題：計(jì)量項(xiàng)目 + 生產(chǎn)管理�。� 參考：《吉林大學(xué)》2017年碩士論文

【摘要】：當(dāng)前A公司系統(tǒng)的測(cè)量方法和現(xiàn)有的管理模式,導(dǎo)致了在一定程度上有著不一致的測(cè)量標(biāo)準(zhǔn)、管理標(biāo)準(zhǔn)、工作標(biāo)準(zhǔn)和技術(shù)標(biāo)準(zhǔn),在工作方面的效率低,以及運(yùn)營和管理的成本相對(duì)來說較高,很難確保測(cè)試標(biāo)準(zhǔn)和測(cè)試結(jié)果的一致性,不能用來滿足智能電度表的快速推廣和應(yīng)用需求,很難滿足企業(yè)的集團(tuán)性操作、精益化的管理以及標(biāo)準(zhǔn)化的管理模式。與此同時(shí),由于經(jīng)濟(jì)發(fā)展的不平衡,不同的地理環(huán)境條件,人口和元素的分布不均,導(dǎo)致統(tǒng)一測(cè)量過程中出現(xiàn)不一致的測(cè)試結(jié)果。雖然省級(jí)和市級(jí)有著多級(jí)授權(quán),對(duì)其授權(quán)測(cè)量,取得了初步成果,但人力和物質(zhì)資源的輸入所承受的阻力和壓力依然很多,在一定程度上限制了A公司授權(quán)執(zhí)行的整個(gè)測(cè)量工作。所以本人作為A公司的一員,也希望能從計(jì)量項(xiàng)目生產(chǎn)管理流程優(yōu)化方面提出一些有價(jià)值的研究成果。本課題基于現(xiàn)有的理論基礎(chǔ),從項(xiàng)目管理領(lǐng)域中的生產(chǎn)管理角度,重點(diǎn)闡述計(jì)量項(xiàng)目生產(chǎn)管理過程中所需要的理論基礎(chǔ)。首先對(duì)A公司項(xiàng)目生產(chǎn)管理流程現(xiàn)狀及問題分析,論述了A公司計(jì)量項(xiàng)目概況及A公司計(jì)量項(xiàng)目目前的生產(chǎn)管理模式,對(duì)此管理方案進(jìn)行詳細(xì)的分析,并且匯總出目前存在的諸多問題及導(dǎo)致問題的各類原因;其次對(duì)A公司計(jì)量項(xiàng)目生產(chǎn)管理流量加以優(yōu)化設(shè)計(jì),主要以“計(jì)量項(xiàng)目生產(chǎn)管理流程”為研究對(duì)象,從規(guī)章制度、部門責(zé)任、前期流程、現(xiàn)場(chǎng)流程以及后期流程等幾方面進(jìn)行設(shè)計(jì);最后探討了A公司計(jì)量項(xiàng)目生產(chǎn)管理流程的優(yōu)化實(shí)施,主要結(jié)合設(shè)計(jì)方案,以及A公司的實(shí)際情況進(jìn)行部署實(shí)施。本課題結(jié)合A公司實(shí)際進(jìn)行了計(jì)量項(xiàng)目生產(chǎn)管理流程優(yōu)化方案研究。通過在計(jì)量項(xiàng)目生產(chǎn)管理流程優(yōu)化方面進(jìn)行深入的比較和探討,提出解決計(jì)量項(xiàng)目生產(chǎn)管理中存在問題的思路和方法,以期更好地為其他電力企業(yè)提出理論與實(shí)踐借鑒。在促進(jìn)公司的發(fā)展過程中,這套程序在其中扮演著一個(gè)重要的角色,它可以保證企業(yè)的穩(wěn)定發(fā)展。它可以為其他類似的相關(guān)部門提供擁有豐富經(jīng)驗(yàn)的生產(chǎn)管理流程和應(yīng)用程序級(jí)別,具有重要的理論意義和實(shí)用價(jià)值�？梢詽M足公司的集團(tuán)操作,集約發(fā)展,精益管理,標(biāo)準(zhǔn)化的高標(biāo)準(zhǔn)要求,也可以實(shí)現(xiàn)測(cè)量標(biāo)準(zhǔn)的一致性,有效地提高生產(chǎn)管理水平,進(jìn)一步實(shí)現(xiàn)透明度、可信度的測(cè)量,并確保測(cè)量精度的準(zhǔn)確性,構(gòu)建良好的企業(yè)形象服務(wù)體系。
[Abstract]:The current measurement methods and existing management models of company A system have resulted in inconsistent measurement standards, management standards, working standards and technical standards to a certain extent, which are inefficient in work. And the cost of operation and management is relatively high, it is difficult to ensure consistency between test standards and test results, can not be used to meet the rapid promotion and application requirements of intelligent watt-hour meters, and it is difficult to meet the group operation of enterprises. Lean management and standardized management model. At the same time, due to the imbalance of economic development, different geographical conditions, uneven distribution of population and elements, there are inconsistent test results in the process of unified measurement. Although provincial and municipal levels have multiple levels of authorization, and the measurement of their authorization has yielded initial results, the input of human and material resources is still subject to a lot of resistance and pressure. To some extent, limited A company authorized to perform the entire measurement work. Therefore, as a member of company A, I also hope to put forward some valuable research results from the optimization of production management process of metrological projects. Based on the existing theoretical basis, this paper focuses on the theoretical basis of measurement project production management from the point of view of production management in the field of project management. First of all, it analyzes the current situation and problems of the project production management process of A company, discusses the general situation of A company's metrology project and the current production management mode of A company's metering project, and makes a detailed analysis of this management scheme. And summarize the existing problems and the causes of the problems. Secondly, optimize the flow of metering project production management in company A, mainly take "measurement project production management process" as the research object, from the rules and regulations, Department responsibility, Prophase process, site process and later process are designed. Finally, the optimization and implementation of production management process of Metrology Project in Company A is discussed, which is mainly combined with the design scheme. And A company's actual situation for deployment implementation. Combined with the practice of A Company, this paper studies the optimization scheme of production management process of metrology project. Through the thorough comparison and discussion on the optimization of the production management process of the metrological project, this paper puts forward the ideas and methods to solve the problems existing in the production management of the metrological project, in order to provide better theoretical and practical reference for other electric power enterprises. This program plays an important role in promoting the development of the company. It can provide experienced production management flow and application program level for other similar departments. It has important theoretical significance and practical value. It can meet the high standard requirements of group operation, intensive development, lean management and standardization. It can also achieve the consistency of measurement standards, effectively improve the level of production management, and further realize the measurement of transparency and credibility. And ensure the accuracy of measurement accuracy, build a good corporate image service system.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F273;F426.61

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