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长春富维-江森精益化的产品变更管理研究

来源:学术堂 作者:周老师
发布于:2015-05-03 共2477字
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  摘 要

  产品变更是企业必须面对和必须处理好的事情,但在长春富维-江森产品变更工作中遇到很多问题,缺少专门负责产品变更的组织机构,产品变更过程中职责划分不清; 更改准确性及完整性难以保证; 没有很好的对产品变更所需要更改的零件及参数的多状态进行管理; 更改部门间缺乏必要的沟通和交流; 产品变更流程不完善。通过对长春富维-江森的当前产品变更流程的研究,运用项目管理、业务流程重组等管理理论,找到问题的解决方法。从项目管理的角度看,按照项目生命周期分为立项、计划、实施和控制、收尾四个阶段。从每个阶段的管理要点和管理原则分析FJC的产品变更流程并提出优化思路。通过业务重组理论对整个流程的工作进行分析,利用价值流程图进行分析,发现过程中的问题,并对其进行分析和优化。

  我们采取了三个措施:第一,对组织机构进行了调整 :项目SOP后,增加了项目经理/启动经理的职责,由他们负责后期整改。增加了PLC,成立产品更改核心小组。实现整个产品变更过程的跟踪,形成工作的闭环,确保产品更改的完成。第二,产品变更管理软件系统改进,取消EPIC系统和手工管理,采用TC(teamcenter)。通过软件实现数据管理的规范化,工作流程的固化和工作的并行协同。第三,产品变更管理系统的标准化。在流程中明确了工作职责。产品变更评审的技术评估,制造可行性评估和商务评估同时进行,统一在《产品更改评审表》中体现。要求在发起工程更改指令ECO时,由项目经理组织召集各与更改有关人员开会,共同选择填写《EC0执行计划表》中各执行项目条款,确定负责人和完成日期,负责人要按计划完成各项更改任务。根据需要,增加生产过程更改控制。

  为了保证措施的顺利实施,我们要将产品变更的流程在整个公司内部发布,标准化。同时,配合组织架构的调整,对新岗位及时增派人员,保证能够承担起相应的职能。启动产品数据管理软件系统工作,使软件系统转换工作能顺利进行。于此同时,加大培训的力度,使标准流程深入人心,和实现人员软件操作无障碍。

  通过对现有的产品变更流程优化,建立了适合 FJC 的精益化的产品变更流程,使产品的变更管理更为高效和有效,从而能够降低产品成本,提高产品质量,增加客户的满意度。

  关键词:汽车零部件;产品变更;流程优化

  Abstract

  Product change is the thing that enterprise must face and deal with, but inChangchun Faway-Johnson Controls, we meet a lot of problems when conductingproduct change, no organization for the Product Change and the responsibilities arenot clear, the product changes are not accurate and always out of control, The partsand parameters which need to be changed are not managed well; lack ofcommunication during the related interface department, the product change process isnot well defined. Through studying the product changes process of ChangchunFaway-Johnson Controls, using the Knowledge of project management and BusinessProcess reengineering theory, to find the solution. From the perspective of projectmanagement, project life cycle is divided in accordance with the project, planning,implementation and control, ending. Analyse the product changes process, thenoptimize the process for each phase .Using Business Process reengineering theory andvalue flow chart to find the work flow issues, then optimize the process.

  We take 3 steps: 1. Adjust organization chart: assign program manager /launchmanager who is responsible for product changes after SOP. Add PLC (Productionlaunch coordinator), establish core team for product change. 2. Improve the productchanges system, take TC system instead of EPIC system and manual release systemto normalize the process. 3. Standardized product change system, define the workresponsibility, make product manufacturing and cost feasibility before change, andincluded in Product Changes Evaluation Form. It is demanded that before issue ECO,Project manager should hold an engineering change meeting, the SDT complete theform of ECO Implementation Plan Actions Checklist, define the responsible peopleand the target date, team should complete the tasks in time. Add manufacturingchange process if applicable.

  To make sure the actions can conduct successfully, we need to notice the processto all over the company, make it standardized. Meanwhile adjust the organizationaccordingly, set new position and assign the people in time to the position. Kick offproduct management system, and make sure the system can running successfully, letthe relative people to be trained, and make sure the system can running well.

  Through process optimization, the establishment of a suitable FJC lean productchange process, change management products enable more efficient and effective,which can reduce product costs, improve product quality and increase customersatisfaction.

  Key Words:Auto Vehicles Parts, Product Changes, Work Flow Optimization


    目 录

  摘 要

  ABSTRACT

  第 1 章 绪论

  1.1 研究背景

  1.2 研究意义

  1.3 研究方法

  第 2 章 长春富维-江森产品变更的现状与问题

  2.1 长春富维-江森公司简介

  2.2 长春富维-江森当前产品变更流程

  2.3 产品变更流程存在的问题

  第 3 章 长春富维-江森产品变更流程的分析

  3.1 基于项目管理理论的产品变更流程分析和优化思路

  3.2 基于业务流程重组理论的产品变更流程分析和优化思路

  3.3 产品变更流程分析和优化思路的结合

  第 4 章 长春富维-江森产品变更流程优化方案及保障措施

  4.1 产品变更流程优化目标

  4.2 产品变更流程优化方案

  4.3 实施产品变更流程优化方案的保障措施

  结 论

  参考文献

  致 谢

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