本文選題：河口采油廠　切入點：精細化管理　出處：《中國石油大學（華東）》2013年碩士論文　論文類型：學位論文

【摘要】：隨著科技的發(fā)展和全球經濟一體化進程的加快，中國石油企業(yè)和國際先進石油企業(yè)之間的競爭趨于白熱化，再加上金融危機，國際油價震蕩不穩(wěn)，使得石油企業(yè)亟需加快自身變革，降本增效，提升自身效益和整體競爭力。 在國內外市場激烈競爭的大環(huán)境下，作為石油企業(yè)基本運行單位的采油廠更是即肩負油田公司總部所下達的產量任務，又要努力改善管理的雙重重任。論文通過對河口廠進行自上而下實地調研的基礎上對其管理現狀進行深入探討，發(fā)現采油廠現行的管理流程中仍然存在重復、遺漏甚至是錯誤的管理環(huán)節(jié)，因此通過對國內外精細化管理相關文獻及實踐經驗進行研究的基礎上，針對河口采油廠現存的管理問題構建了其實施精細化管理的體系，該體系主要是架構在生產預警管理體系，人員，成本以及油藏這四個對企業(yè)運營最為重要的因素之上的。首先查找并分析采油廠中出現的問題，應用ABC分類管理對存在問題進行細分，并從內部挖潛增效和提升采油廠綜合競爭能力兩方面說明了實施精細化管理的必要性。在對人員、成本、油藏等管理進行調整的基礎上綜合運用PDCA循環(huán)管理理論，系統(tǒng)管理理論等系統(tǒng)性的構建精細化管理體系，從整體出發(fā)設置以產量為監(jiān)控中心的生產預警體系，最后，進一步提出河口采油廠實施精細化管理的保障措施，繼續(xù)就精細化管理實施體系中的四個角度提出相應的保障措施，實現文章在分析問題，構建體系，保障措施的相互銜接，總結加強采油廠整體實施思路。最后是結論與展望。對前期研究和分析成果進行全面總結、歸納和整理，并提出下一步完善河口采油廠精細化管理的展望。
[Abstract]:With the development of science and technology and the acceleration of the process of global economic integration, the competition between the Chinese oil enterprises and the international advanced oil enterprises tends to become more intense. In addition, the financial crisis has made the international oil price volatile. It is urgent for oil enterprises to speed up their own reform, reduce cost and increase efficiency, improve their own efficiency and overall competitiveness. In the great environment of fierce competition in the domestic and foreign markets, the oil production plant, as the basic operating unit of the petroleum enterprise, is also shouldering the output task assigned by the headquarters of the oil field company. On the basis of the top-down field investigation of the estuarine factory, the paper deeply discusses its management status, and finds that there is still duplication in the current management process of the oil extraction plant. Therefore, based on the research on the relevant documents and practical experience of fine management at home and abroad, this paper constructs a fine management system for the existing management problems in Hekou Oil production Plant. The system is mainly based on the production warning management system, personnel, cost and reservoir, which are the four most important factors for the operation of the enterprise. First of all, we find and analyze the problems in the oil production plant. The existing problems are subdivided by using ABC classification management, and the necessity of implementing fine management is explained from two aspects of internal tapping and increasing efficiency and enhancing the comprehensive competitive ability of oil production plants. On the basis of adjustment of reservoir management, comprehensive use of PDCA cycle management theory, system management theory and other systematic construction of fine management system, from the whole set up production warning system with production as the monitoring center. Finally, Further put forward the guarantee measures for the implementation of fine management in the Estuary Oil production Plant, and continue to put forward the corresponding safeguard measures in the four angles of the fine management implementation system, so as to realize the mutual connection of the analysis of the problems, the construction of the system and the guarantee measures in the article. Finally, the conclusion and prospect are given. The preliminary research and analysis results are summarized, summarized and sorted out, and the prospect of perfecting the fine management of Estuary Oil production Plant is put forward.
【學位授予單位】：中國石油大學（華東）
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.22;F273

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