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论文编号：	8006
作者编号：	2120132714
上传时间：	2015/12/10 3:15:07
中文题目：	Z公司设备管理项目化模式构建与实施研究
英文题目：	The Research of Model Construction and Implementation of Equipment Projectification Management of Z Co..ltd
指导老师：	杨坤
中文关键字：	设备管理;项目化;模式;TPM
英文关键字：	Equipment management;Projectification;Model;TPM
中文摘要：	设备是制造型企业的重要生产要素之一，是企业从事生产经营、参与市场竞争的重要物质条件，是企业生产力发展水平与企业现代化程度的重要标志。马克思曾说“设备是经济时代的标志”，并把设备比喻成生产的骨骼和肌肉系统。设备管理是制造型企业管理中的一个重要领域，做好设备管理工作可以保证产品质量，做好设备管理工作可以降低生产成本，做好设备管理工作可以保障按期交货，做好设备管理工作可以实现安全生产和环境保护。因此，做好设备管理工作是市场经济条件下制造型企业追求生存和长远发展的重要条件。 设备需要管理的概念是在人类生产实践活动中逐渐形成的，随着工业化进程的发展，设备管理由单一的针对设备故障的维修工作，向集管理、财务和工程学于一身的综合性管理发展。从事后维修到预防性维修再到全员生产维修，人们对设备管理的理论研究随着科学管理的发展而深入。其中日本全员生产维修（Total Productive Maintenance，TPM）管理模式是现代设备综合管理思想的代表之一，又因其在丰田精益生产方式中的重要地位，而被越来越多的企业所熟知和学习。随着我国改革开放，越来越多的企业开始借鉴世界先进制造业的管理经验提高自身管理水平，其中日本全员生产维修管理模式成为众多企业在设备管理领域纷纷效仿的榜样。但从结果看，很多企业难以取得像日本企业那样持续的效果，甚至开始就产生了很大的内部危机。究其原因：TPM管理的核心是全员参加，其背后蕴含着特有的组织管理文化。大多失败的企业都是将TPM管理作为独立的技术系统，没有领会TPM中全员参与的组织文化，没从系统的思维解决现行体制与TPM管理的接口问题。可以说，越是职能分化的企业越难形成全员参与的TPM设备管理模式。 Z公司是国有企业性质的制造型企业，主要从事某科研成果民用转化后的产业化研究与制造工作，该产品属世界领先水平并具有自主知识产权。公司自2008年成立以来，先后经过三个阶段的工程建设期，于2013年正式达到设计产能。在公司建设初期，为弥补Z公司快速成长中的人力资源不足等问题厂房设计建设和全部生产设备的采购完全采用“交钥匙工程”的总承包模式，设备维护检修也全部采用外包模式。随着工程建设项目完工，公司进入新的发展历史时期，公司工作重心从工程建设调整为生产管理提升，将“建设成为世界一流专用设备制造基地”作为公司未来的发展战略目标，并制定以丰田公司为标杆的精益生产方式作为公司实现战略目标的发展路径。由于Z公司所生产的产品加工制造精密，因此生产过程主要依靠各种现代化数控加工与装配设备。设备既是Z公司最重要的资产，也是制造产品的重要保障。公司转入生产运营期后，设备管理工作仍然沿用工程建设时期主要依靠事后维修且全部外包的方式既会使公司产生较高的设备维修费用，又会给生产带来巨大的不可控因素，与包括丰田公司在内的世界先进制造企业普遍使用的TPM设备管理模式比有很大差距，无法满足公司走精益生产发展之路的要求。因此提升Z公司设备管理水平，使设备管理模式按照丰田公司TPM管理模式发展，充分发挥公司设备综合效率，成为Z公司实现新时期发展战略的重要基础管理工作之一。另一方面，Z公司作为国有企业仍然延续传统直线职能制的组织结构，存在该组织结构固有的优点和不足。要完成Z公司设备管理由事后维修向TPM模式转变，除要解决设备管理在技术层面的问题，还要解决直线职能制组织结构横向沟通工作不足与TPM的全员参与组织形式之间的矛盾问题。企业项目化管理作为一种可以有效整合公司内部资源，打破职能部门间界限的一种有效的管理组织方式，已经有越来越多的企业用于新型业务领域开拓和管理提升工作，并取得了良好效果。如：1988年美国电话电报公司通过采用项目管理的方法取得了巨大成功；福特汽车公司、IBM公司等运用项目管理方法取得了企业变革发展的成功；我国天士力制药股份有限公司通过实行“全面项目化管理”取得了飞速发展。 文章首先回顾了设备管理和项目化的概念及模式，然后通过专家访谈对Z公司设备管理案例进行研究，详细分析了Z公司设备管理现状并针对存在的问题提出将项目化模式嵌入丰田TPM管理模式的Z公司设备管理提升方案。之后文章对Z公司设备管理项目化模式如何构建和设备管理项目化的保障措施是什么进行了系统研究。最后得出结论：Z公司设备管理项目化模式可以通过运用项目化管理的系统思维，以项目为牵引，弱化职能部门间的管理壁垒，系统整合企业内部资源，将TPM管理模式落到实处，实现Z公司设备管理水平提升的目标。 本文通过对Z公司设备管理项目化模式构建，将项目化管理的模式嵌入到传统直线职能型组织结构中，在以专业化的职能管理为基础的前提下，形成相对扁平化、类矩阵型的组织模式。该工作模式以任务定义为基础建立管理结构，对设备管理中各项工作的时间、费用、人力等内容进行管理，按照项目的方式组织运行，系统整合企业内部资源，力求大幅度提高管理的效率，充分调动全体员工的工作积极性，解决了企业引入TPM设备管理模式后的管理接口问题，实现了设备管理提升的目标。
英文摘要：	Equipment is one of the important factors of production in a manufacturing enterprise，is an enterprise engaged in the production and business operation，participate in market competition important material conditions，is the enterprise productivity development level and the degree of enterprise modernization important symbol. Marx once said that "equipment" is a sign of economic era，and compared the equipment into the production system of bones and muscles. Equipment management is an important field in manufacturing enterprise management。To do a good job of equipment management can ensure the quality of products，reduce the production cost，timely delivery of the goods， realize safety production and environmental protection. In the process of human production practice, gradually formed the concept of equipment maintenance. With the development of the industrialization process, equipment management by the repair work, to set management, finance and engineering in one integrated management development. Engaged in the maintenance to preventive maintenance to total production maintenance, the equipment management theory research with the development of scientific management and deep. Total Productive Maintenance (TPM) management mode is one of the representative of the modern equipment integrated management, and because of its important position in Toyota lean production mode, and is known by more and more enterprises and to learn. With China's reform and opening up, more and more enterprises begin to use for reference the experience of the world's advanced manufacturing management to improve their management level, TPM management mode becomes the multitudinous enterprise to follow suit in the field of equipment management model. But look from the result, many enterprises difficult to obtain persistent effect like Japanese companies, and even had a great start internal crisis. The reason is: TPM management is the core of the full, contains a unique organizational culture behind it. Failed companies are mostly the TPM management as an independent technology system, didn't understand the organizational culture of TPM in the participation of, not from the system of thought to solve the existing system and the interface problem of TPM management. Can say, the more functional differentiation of enterprises more difficult to form the participation of TPM equipment management mode. Z company is state-owned enterprises are the nature of the manufacturing enterprises, mainly engaged in some scientific research civil research and manufacture of the industrialization of the work after the transformation, the product of the world leading level, and with independent intellectual property rights. The company was established in 2008. The product realization industrialization production.At the beginning of the company's construction, to make up for Z company rapidly growing lack factory building design and construction.With construction projects completed, the company entered a new development period, the company's work center of gravity from the engineering construction adjustment to improve production management, to build "into a world-class equipment manufacturing base" as the company's future development strategic target, and develop with Toyota for the lean production mode of benchmarking as companies realize the strategic target of development path. Due to the Z company produces products processing and manufacturing precision, so the production process relies mainly on the various modern nc machining and assembly equipment. Equipment is not only the Z company is the most important assets, but also an important guarantee of manufacturing products. After operating period was put into production, the equipment management work is still in use relies mainly on the later maintenance and construction period all outsourcing way can make the company produces both higher equipment maintenance cost, and can bring huge uncontrolled factors, to production and including Toyota, the world's advanced manufacturing enterprises generally use TPM management model than the equipment has the very big disparity, unable to meet the requirements of the company take the path of development of lean production. Thus promote Z corporation equipment management level, make the equipment management mode according to the Toyota TPM management mode of development, give full play to the comprehensive efficiency of equipment companies, became the Z company realize the development strategy in the new period of one of the important basic management work. Z corporation, on the other hand, as a state-owned enterprise is still continuation of traditional linear unity form of organizational structure, the organization structure of the inherent advantages and deficiencies. To complete the Z company equipment management from the later maintenance to TPM mode, in addition to solve the problem of equipment management in technical aspect, to solve the linear unity form the structure of the organization is insufficient lateral communication and participation and organization of TPM forms the contradiction between the problem. Enterprise project management as a kind of can effectively integrate internal resources, breaking the boundaries between functional departments is an effective way of management organization, has been more and more companies improve work for new business development and management, and achieved good results. Such as: in 1988, American telephone and telegraph company by adopting the method of project management has been a huge success; The ford motor company, IBM made use of project management methods, such as the development of the enterprise reform success; Tasly co., LTD in China through a "comprehensive project management" has achieved rapid development. This article first reviewed the concept and model of equipment management and project, and then through expert interview to Z company equipment management case study, a detailed analysis of the current situation of Z company equipment management embedding project mode are put forward based on the problems existing in the Toyota TPM management mode of Z company equipment management plan. After the article Z corporation equipment management mode of project how to build and what is the safeguard measures of the equipment management project system research. Finally draw the conclusion: Z corporation equipment management mode of project by using project management systems thinking, in the project, for traction, weakening management barriers between functions, system integration of internal resources, to implement TPM management mode, achieve the goal of Z corporation equipment management level. This article through to the Z company equipment management mode of project construction, to embed the project management mode of traditional linear functional organization structure, in based on the professional management functions under the premise of the formation of relatively flat, classes, the organization mode of the matrix. The working pattern based on task definition to establish management structure, the equipment management in the work of time, cost, human management, such as content according to the project organization, system integration of internal resources, to greatly improve the efficiency of management, fully arouse the enthusiasm of the staff work, solve the enterprise to introduce TPM management interface problems after equipment management mode, implement the equipment management goal of ascension.
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