本文選題：工藝清洗設(shè)備 + 風(fēng)險(xiǎn)管理　； 參考：《華東理工大學(xué)》2015年碩士論文

【摘要】：隨著全球制造市場(chǎng)的競爭愈演愈烈,合理而有效地對(duì)設(shè)備制造行業(yè)中的大中型工藝設(shè)備項(xiàng)目各階段的成本和風(fēng)險(xiǎn)管控已日益成為眾多設(shè)備制造商的重要課題。而對(duì)于汽車制造行業(yè)設(shè)備供應(yīng)企業(yè),面對(duì)市場(chǎng)的激烈競爭和客戶不斷提高的苛刻要求,如何很好地滿足客戶的合理要求并有效地控制非標(biāo)設(shè)備各執(zhí)行階段的風(fēng)險(xiǎn),怎樣如期完成大型設(shè)備生產(chǎn)線的改造安裝和投產(chǎn),并同時(shí)保證客戶在現(xiàn)有場(chǎng)地的正常運(yùn)營生產(chǎn)以保證公司的市場(chǎng)競爭優(yōu)勢(shì)就變成一個(gè)尤為重要的課題。 本文以汽車設(shè)備制造業(yè)工藝清洗設(shè)備項(xiàng)目為研究案例,從項(xiàng)目管理的角度出發(fā),應(yīng)用PMBOK項(xiàng)目管理知識(shí)體系中風(fēng)險(xiǎn)管理的知識(shí),研究如何在汽車設(shè)備制造業(yè)工藝清洗設(shè)備項(xiàng)目執(zhí)行過程中較好地實(shí)現(xiàn)風(fēng)險(xiǎn)管理。首先,按風(fēng)險(xiǎn)管理的流程,根據(jù)本企業(yè)經(jīng)營環(huán)境因素和組織流程及資產(chǎn)等因素,建立項(xiàng)目執(zhí)行過程的風(fēng)險(xiǎn)管理規(guī)劃；之后,利用項(xiàng)目成員頭腦風(fēng)暴法、歷史資料查詢、檢查表法、魚骨圖法、情景分析法等分析工具與方法進(jìn)行風(fēng)險(xiǎn)識(shí)別,得到原始的風(fēng)險(xiǎn)因素登記冊(cè)；在此基礎(chǔ)上,對(duì)相關(guān)風(fēng)險(xiǎn)因素進(jìn)行評(píng)價(jià)分析,給出風(fēng)險(xiǎn)發(fā)生的概率與發(fā)生后可能產(chǎn)生影響的估值,應(yīng)用層次分析法,參考專家決策法所取得的意見對(duì)風(fēng)險(xiǎn)進(jìn)行排序,確定優(yōu)先級(jí)別；然后,在風(fēng)險(xiǎn)分析與評(píng)價(jià)的基礎(chǔ)上,有針對(duì)性的采取不同的風(fēng)險(xiǎn)應(yīng)對(duì)措施,制定相應(yīng)的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃；最后,通過監(jiān)控需求變更,揭示了如何通過監(jiān)控風(fēng)險(xiǎn)計(jì)劃的執(zhí)行,完善風(fēng)險(xiǎn)管理計(jì)劃,降低項(xiàng)目執(zhí)行中的風(fēng)險(xiǎn)。 通過風(fēng)險(xiǎn)管理在這個(gè)大型設(shè)備項(xiàng)目安裝階段的實(shí)施,企業(yè)相關(guān)人員普及了PMBOK的風(fēng)險(xiǎn)管理知識(shí),建立了具有參考價(jià)值的風(fēng)險(xiǎn)庫及風(fēng)險(xiǎn)應(yīng)對(duì)措施,制定了切實(shí)有效的風(fēng)險(xiǎn)控制及應(yīng)對(duì)計(jì)劃,成功地完成了工業(yè)清洗設(shè)備項(xiàng)目有效地風(fēng)險(xiǎn)管理。當(dāng)然,本文也通過對(duì)項(xiàng)目的回顧分析,總結(jié)了項(xiàng)目在執(zhí)行階段風(fēng)險(xiǎn)管理中的優(yōu)勢(shì)與不足,匯總了可以推廣的經(jīng)驗(yàn)與知識(shí),并對(duì)未來項(xiàng)目風(fēng)險(xiǎn)管理提高的方面進(jìn)行了展望。
[Abstract]:With the fierce competition in the global manufacturing market, it has become an important issue for many equipment manufacturers to reasonably and effectively control the cost and risk of each stage of large and medium-sized process equipment projects in the equipment manufacturing industry. In the face of the fierce competition in the market and the exacting requirements of the customers, how to meet the reasonable requirements of the customers and effectively control the risks of the non-standard equipment in each stage of execution, as for the equipment supply enterprises in the automobile manufacturing industry, How to complete the transformation, installation and production of large-scale equipment production line as scheduled, and at the same time to ensure the normal operation and production of customers in the existing site to ensure the company's market competitive advantage has become a particularly important issue. This paper takes the process cleaning equipment project of automobile equipment manufacturing industry as a case study, from the point of view of project management, applies the knowledge of risk management in PMBOK project management knowledge system. This paper studies how to implement risk management in the process cleaning equipment project of automobile equipment manufacturing industry. First of all, according to the risk management process, according to the business environment factors, organizational processes and assets and other factors, set up the risk management planning of the project implementation process, and then use the project members brainstorming method, historical information query, Check table method, fish bone chart method, scenario analysis method and other analysis tools and methods to identify the risk, get the original risk factor register, on the basis of this, the relevant risk factors are evaluated and analyzed. The probability of the occurrence of the risk and the valuation of the possible impact after the occurrence are given. The AHP method is applied to sort the risk and determine the priority level with reference to the opinions obtained by the expert decision method. Then, on the basis of the risk analysis and evaluation, the risk analysis and evaluation are carried out on the basis of the analysis and evaluation of the risk. Finally, through monitoring the change of demand, it reveals how to improve the risk management plan by monitoring the implementation of the risk plan. Reduce risk in project implementation. Through the implementation of risk management in the installation stage of this large-scale equipment project, the relevant personnel of the enterprise popularize the risk management knowledge of PMBOK, and establish the risk database and risk countermeasures with reference value. A practical and effective risk control and response plan has been worked out, and the industrial cleaning equipment project has been successfully completed with effective risk management. Of course, through the retrospective analysis of the project, this paper summarizes the advantages and disadvantages of the project risk management in the implementation phase, summarizes the experience and knowledge that can be popularized, and looks forward to the improvement of the project risk management in the future.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：U468.2

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相關(guān)期刊論文 前1條

1 匡力華;;輸電線路工程項(xiàng)目風(fēng)險(xiǎn)管理探討[J];廣東建材;2011年09期

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本文編號(hào)：2078089