基于PMS-ERP流程管理的大修技改项目精益化提升研究
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摘要
大修技改工程具有规模差异大、周期长短不一、涉及环节和专业多等特点,由于外在影响因素不断变化,若过程管控不到位,容易产生项目工期延长、计划资金无法完成、精益化管控指标不达标等问题。基于此,借助PMS-ERP项目管理实施平台,以生产大修技改精益化管理评价指标为基础,以梳理大修技改项目的管理流程短板为目标,从生产大修技改项目管理中潜在的衔接漏洞、职责不清、PMS-ERP应用不足等问题进行深入研究,从问题表现、影响因素、解决方案和实施细则等方面进行深度分析和挖掘,进行流程优化、弥补短板,加强PMS、ERP等信息系统的有效应用,着力提升大修技改项目全过程管理的精益化水平。
The overhaul and technological reform project has the characteristics of large scale difference, different cycle lengths, many involved links and specialties, etc. Due to the constant changes in external influence factors, if the process control is not in place, the project duration will be prolonged, the planned funds will be unable to complete and the lean management and control indicators will not be up to the standard. On thid basis, the potential connection loopholes, unclear responsibilities and insufficient application of PMS-ERP management are analyzed in-depth with the PMS-ERP project management implementation platform,depending on the lean management evaluation index of the major technical renovation and the shortcomings of the management process of the overhaul and technical reform project. Simultaneously, an in-depth research on issues such as problem performance, influencing factors, solutions and implementation so onis conducted in order to optimize the process, remedy the shortcomings and enhance the effective application of information systems such as PMS and ERP, which can further upgrade the lean level of the entire project management.
The overhaul and technological reform project has the characteristics of large scale difference, different cycle lengths, many involved links and specialties, etc. Due to the constant changes in external influence factors, if the process control is not in place, the project duration will be prolonged, the planned funds will be unable to complete and the lean management and control indicators will not be up to the standard. On thid basis, the potential connection loopholes, unclear responsibilities and insufficient application of PMS-ERP management are analyzed in-depth with the PMS-ERP project management implementation platform,depending on the lean management evaluation index of the major technical renovation and the shortcomings of the management process of the overhaul and technical reform project. Simultaneously, an in-depth research on issues such as problem performance, influencing factors, solutions and implementation so onis conducted in order to optimize the process, remedy the shortcomings and enhance the effective application of information systems such as PMS and ERP, which can further upgrade the lean level of the entire project management.
引文
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[2] 孙红涛,路平,潘琪杰.供电企业生产技改大修项目管理中存在的问题研究[J].企业导报,2013,4(14):89-91.
[3] 夏琼,周广平,陈晓晖. 创新生产技改大修项目管理模式[J].中国新技术新产品,2014(20):155-156.
[4] 宫艺.浅谈如何提高技改大修项目的管理水平[J].山东工业技术,2014(24):227.
[5] 何燕,董帧,庞绍宗.大修技改“项目部”管理模式的实践与探索[J].时代经贸,2013(24):43-44.
[6] 伍谟煊.资产全寿命周期成本与大修技改效益分析[J].江西电力,2013,37(4):77-80.