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论文编号：	15457
作者编号：	2320224129
上传时间：	2025/6/11 21:28:56
中文题目：	CC公司发动机研发项目质量管理体系实施改善研究
英文题目：	Research on the Improvement of Quality Management System Implementation in CC Company''s Engine R&D Projects
指导老师：	杨玉武
中文关键字：	发动机研发；项目质量管理；IATF16949质量管理体系；质量管理工具
英文关键字：	Engine development; Project quality management; IATF 16949 quality management system; Quality management tools
中文摘要：	摘要 本研究以CC公司发动机研发项目质量管理体系实施现状为研究对象，结合汽车行业专用的IATF16949:2016质量管理体系标准和汽车行业标杆公司的最佳实践，系统分析了CC公司在发动机研发项目质量管理体系实施过程中存在的问题，并针对性地设计了优化方案与实施保障措施。基于内部访谈和外申报告相结合的研究方法，发现CC公司在发动机研发项目质量管理中存在相关方需求识别不充分、质量目标分解不规范、质量管理工具应用能力不足、供应商管理不严格、质量管理系统信息化水平较低等问题。这些问题严重影响了CC公司发动机研发项目的质量管理水平和产品竞争力。 针对CC公司的上述研发项目质量管理体系实施方面的问题，研究提出从三个关键维度以提升CC公司的研发项目质量管理水平，首先，需求管理和质量目标分解维度：通过应用QFD（质量功能展开）和APQP（质量先期策划）等质量管理工具，建立从消费端到设计端的需求管理机制，同时强化质量目标的层级强关联性分解，确保整车-整机-子系统-零部件的目标对齐。其次，质量文化意识维度：倡导通过PDCA方法建设组织质量文化，提升设计和开发人员的质量意识。此外，组织质量能力建设维度：完善设计和开发验证流程，构建分层培训体系，提升质量工具应用能力，建立质量绩效考核机制，强化全员质量责任。为确保针对CC公司研发质量管理的优化方案能够有效实施，本研究提出了从获取领导支持与推动组织架构调整、筹划保障资源、完善激励与约束机制保障等三个方面推行各项保障措施。通过获取高层管理者承诺、推动组织架构调整、储备质量管理体系人力资源、实施质量活动专项财务预算、建立质量绩效考核机制，推行奖励机制、实行责任追究机制等措施，为改善方案的落地提供坚实保障。 本研究创新性的通过构建端到端的需求管理机制，解决了CC公司相关方需求识别不充分、需求转化断层的问题，在质量文化建设及质量管理工具和方法在CC公司的具体改善方面提出了新的措施，为CC公司发动机研发项目质量管理体系实施改善提供了系统化的解决方案，有助于提升CC公司的质量管理水平和产品竞争力，为企业的可持续发展奠定基础。
英文摘要：	Abstract This study focuses on the current implementation status of the quality management system (QMS) in CC Company's engine R&D project. By integrating the IATF 16949:2016 automotive quality management standard and best practices from leading automotive companies, the research systematically identifies the issues CC Company faces in implementing its QMS for engine R&D projects and proposes targeted optimization solutions and implementation safeguard measures. Through a combination of internal interviews and external reports, the study reveals several critical problems in CC Company's engine R&D project quality management, including inadequate identification of stakeholder requirements, improper decomposition of quality objectives, insufficient application of quality management tools, lax supplier management, and low levels of QMS informatization. These issues significantly hinder CC Company's quality management capabilities and product competitiveness in its engine R&D projects. To address these challenges, the study proposes three key dimensions to enhance CC Company's R&D project quality management: (1) demand management and quality objective decomposition: by leveraging tools such as QFD (Quality Function Deployment) and APQP (Advanced Product Quality Planning), the study establishes an end-to-end demand management mechanism from the consumer end to the design end, ensuring hierarchical alignment of quality objectives across vehicle-engine-subsystem-component levels. (2) Quality culture awareness: the study advocates for the development of organizational quality culture through the PDCA method to strengthen the quality awareness of design and development personnel. (3) Organizational quality capability development: the study recommends improving design and development verification processes, building a layered training system, enhancing quality tool application capabilities, and establishing a quality performance evaluation mechanism to reinforce the quality responsibilities of all employees.To ensure the effective implementation of the proposed optimization schemes, the study outlines three key implementation safeguard measures: (1) obtaining leadership support and promoting organizational structure adjustments, (2) planning resource safeguards, and (3) improving incentive and constraint mechanisms. Specifically, these measures include securing commitments from senior management, restructuring organizational frameworks, developing human resources for QMS implementation, allocating special financial budgets for quality activities, establishing a quality performance evaluation system, implementing reward mechanisms, and enforcing accountability mechanisms. These measures provide a robust foundation for the successful implementation of the improvement schemes. This research innovatively constructs an end-to-end demand management mechanism to address CC Company's challenges in stakeholder requirement identification and demand conversion discontinuous. It also introduces new measures for quality culture construction and the application of quality management tools and methods, offering a systematic solution to improve CC Company's engine R&D project QMS implementation. By enhancing CC Company's quality management capabilities and product competitiveness, this study lays a solid foundation for the company's sustainable development.
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