SM公司打包机项目管理优化研究
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摘要
M公司是专门从事冶金设备设计和制造的世界著名公司,已有100多年的历史,在线、棒材轧机和油膜轴承的制造业居于世界领先地位。目前,全世界80%以上的高速线材轧机和油膜轴承均由M公司提供。M公司于2008年4月被S公司兼并,成为SM公司,主要生产销售各类线、棒材轧机、打包机、配套设备、油膜轴承及零部件等产品,而打包机作为其拳头产品,占据了公司产品线的一席之地。
随着钢铁产品结构的调整,长线材产品需求旺盛,打包机需求呈上升趋势,面对行业竞争对手激烈的竞争,公司应改变传统的管理模式思路,运用现代管理的理念、体系、流程以及方法对企业模式进行变革,建立一套全新的、推动企业快速发展的有效管理模式,使之能提高生产效率。
本文以SM公司目前的打包机项目管理背景为例,通过对线材市场的分析以及对企业目前问题的研究讨论,提出了解决问题的诸多方法,包括如下几个方面:
一、建立通用零件库存系统,便于大规模生产或采购带来规模经济效益。
二、建立矩阵式的打包机项目管理团队,加强不同职能部门间的联系。
三、建立人力资源绩效管理系统,监督和管理团队及个人的绩效。
四、扩大外包生产提高产能。
五、加强产品由差异化设计向标准模块化设计转变,逐步变成规模化生产。
六、加强客户沟通及客户差异化管理,以客户为导向进行项目管理。
本研究是通过理论联系实际进行分析问题,提出了针对打包机产品的项目管理优化的思想以及一些具体实施细则,为国内其他公司具有相似问题提供了参考和帮助。
M company is specializing in metallurgical equipment design and manufacture of world-renowned companies, with more than 100 years of history, long rod, bar mill and the oil-film bearing play the global leader's role in the manufacturing sector. Currently, over 80% of the world's high-speed wire rod mill and the oil-film bearings market share is by M company. M company was merged by S company in April 2008, and became SM company, mainly produces and sells all kinds of long rod, bar mill, compactor, oil film bearings and spare parts etc, while the compactor is the most competitive product, taking an important place in the company's product line.
With the restructuring of steel products, the demand for long rod product is very active, as well as the compactor. Facing the fierce competition from the industry field, the company should change the traditional management model, and make use of modern management concepts, systems, processes and methods to innovate the right business model, establish a new effective management model to speed up the development of enterprises in order to increase the productivity.
This artical took SM's current compactor project management as the background, through the analysis of the long rod market and discussion of the current problems, provided many methods showed as below:
Firstly, creating the normal parts inventory system to bring the sweeping economic benefit for mass production or purchasing.
Secondly,defining the matrix compactor project team to reinforce the functional department communication.
Thirdly, creating the HR performance management system, monitoring and managing the personel and team's performance.
Fourthly, increasing the sub-contracting to improve the productivity
Fifthly,speeding up the transfer from unit design to modularization design to become sweeping production.
Sixthly, reinforcing the customer communication as an orientation to manage project.
The article analized problems through combining theories with practice, proposed some ideas of compactor project optimization as well as the specific implementation details, brought the reference and help for those local companies with same problems.
随着钢铁产品结构的调整,长线材产品需求旺盛,打包机需求呈上升趋势,面对行业竞争对手激烈的竞争,公司应改变传统的管理模式思路,运用现代管理的理念、体系、流程以及方法对企业模式进行变革,建立一套全新的、推动企业快速发展的有效管理模式,使之能提高生产效率。
本文以SM公司目前的打包机项目管理背景为例,通过对线材市场的分析以及对企业目前问题的研究讨论,提出了解决问题的诸多方法,包括如下几个方面:
一、建立通用零件库存系统,便于大规模生产或采购带来规模经济效益。
二、建立矩阵式的打包机项目管理团队,加强不同职能部门间的联系。
三、建立人力资源绩效管理系统,监督和管理团队及个人的绩效。
四、扩大外包生产提高产能。
五、加强产品由差异化设计向标准模块化设计转变,逐步变成规模化生产。
六、加强客户沟通及客户差异化管理,以客户为导向进行项目管理。
本研究是通过理论联系实际进行分析问题,提出了针对打包机产品的项目管理优化的思想以及一些具体实施细则,为国内其他公司具有相似问题提供了参考和帮助。
M company is specializing in metallurgical equipment design and manufacture of world-renowned companies, with more than 100 years of history, long rod, bar mill and the oil-film bearing play the global leader's role in the manufacturing sector. Currently, over 80% of the world's high-speed wire rod mill and the oil-film bearings market share is by M company. M company was merged by S company in April 2008, and became SM company, mainly produces and sells all kinds of long rod, bar mill, compactor, oil film bearings and spare parts etc, while the compactor is the most competitive product, taking an important place in the company's product line.
With the restructuring of steel products, the demand for long rod product is very active, as well as the compactor. Facing the fierce competition from the industry field, the company should change the traditional management model, and make use of modern management concepts, systems, processes and methods to innovate the right business model, establish a new effective management model to speed up the development of enterprises in order to increase the productivity.
This artical took SM's current compactor project management as the background, through the analysis of the long rod market and discussion of the current problems, provided many methods showed as below:
Firstly, creating the normal parts inventory system to bring the sweeping economic benefit for mass production or purchasing.
Secondly,defining the matrix compactor project team to reinforce the functional department communication.
Thirdly, creating the HR performance management system, monitoring and managing the personel and team's performance.
Fourthly, increasing the sub-contracting to improve the productivity
Fifthly,speeding up the transfer from unit design to modularization design to become sweeping production.
Sixthly, reinforcing the customer communication as an orientation to manage project.
The article analized problems through combining theories with practice, proposed some ideas of compactor project optimization as well as the specific implementation details, brought the reference and help for those local companies with same problems.
引文
[1]陈汉禄,我国线材生产的现状和对今后发展的看法,冶金设备,1998(1)
[2]杨春岗.大型制造企业的项目管理.航天工业管理,2004
[3]罗海滨,范玉顺,吴澄.工作流技术综述.软件学报,2000.1(7):899-907
[4]H.Boubh,R.oklitz.棒材轧机的先进工艺布置和技术,国外钢铁,1997,7
[5]王占林,液压伺服控制,北京航空航天大学出版社,1987,10.
[6]张轶.钢铁行业现状[N].中国矿业,2009.5(2)
[7](美)杰克·吉多,詹姆斯P·克莱门斯.成功的项目管理.北京:机械工业出版社,1999
[8](美)理查德·B·蔡斯,尼古拉斯·J·阿奎拉诺、F·罗伯特·雅各布斯.运营管理.北京:机械工业出版社,2003
[9]刘国靖,孙林岩.国内装配制造企业项目管理导入模式研究.工业工程与管理,2004
[10]李强.冶金设备行业现状[N].自动化博览2009.9(5)
[11]钱福培.关注项目管理.现代制造,2003,271(10):24-26
[12]陶向南,赵曙明:子公司角色、绩效表现对跨国公司人力资源本土化配置影响的实证研究[J]管理世界(月刊)2003,8 P92-98
[13]Taggart:An Evaluation of the I-R Grid:MNC Manufacturing Subsidiaries in the UK[J].Management International Review 1997,37 P295-318
[14]Stopford & Wells:Managing the multinational enterprise[M].New York:Basic Books,1972.
[15]斯蒂芬·P·罗宾斯[美]:管理学[M].中国人民大学出版社 第四版 1996:482-487
[16]超春雷:项目管理[M].科学出版社,第1版2006 P159,180,207
[17]郭蕊.国内外项目管理研究的理论、框架及其进展[J].现代管理科学,2006,(5)
[18]白思俊.项目管理为企业带来的管理变革[J].项目管理技术.2004,(3)
[19]邱苑华,秦霖.项目管理发展态势与前瞻[J].项目管理技术杂志社,2003,(8)
[20]唐滨芳.项目管理的国际化发展及应对措施[J].科技进步与对策,2003,(15)
[21]周永军.项目管理现状与发展研究[D],东北师范大学,2006,5
[22]乌肠可.国际项目管理模式及发展趋势[J].中国投资,2006,9
[23]刘著.企业引入项目管理应把握的主要问题[J].铁路工程造价管理.2005,6
[24]冉令和.我国项日管理存在的问题及其对策研究[1].商业现代化,2006,9
[25]戚安邦.现代项目管理技术在中国的应用[C].南开大学出版社,2002-1
[26]张卫国,李金梅.浅析我国企业项目管理的机构设置[J1],商场现代化,2006,7
[2]杨春岗.大型制造企业的项目管理.航天工业管理,2004
[3]罗海滨,范玉顺,吴澄.工作流技术综述.软件学报,2000.1(7):899-907
[4]H.Boubh,R.oklitz.棒材轧机的先进工艺布置和技术,国外钢铁,1997,7
[5]王占林,液压伺服控制,北京航空航天大学出版社,1987,10.
[6]张轶.钢铁行业现状[N].中国矿业,2009.5(2)
[7](美)杰克·吉多,詹姆斯P·克莱门斯.成功的项目管理.北京:机械工业出版社,1999
[8](美)理查德·B·蔡斯,尼古拉斯·J·阿奎拉诺、F·罗伯特·雅各布斯.运营管理.北京:机械工业出版社,2003
[9]刘国靖,孙林岩.国内装配制造企业项目管理导入模式研究.工业工程与管理,2004
[10]李强.冶金设备行业现状[N].自动化博览2009.9(5)
[11]钱福培.关注项目管理.现代制造,2003,271(10):24-26
[12]陶向南,赵曙明:子公司角色、绩效表现对跨国公司人力资源本土化配置影响的实证研究[J]管理世界(月刊)2003,8 P92-98
[13]Taggart:An Evaluation of the I-R Grid:MNC Manufacturing Subsidiaries in the UK[J].Management International Review 1997,37 P295-318
[14]Stopford & Wells:Managing the multinational enterprise[M].New York:Basic Books,1972.
[15]斯蒂芬·P·罗宾斯[美]:管理学[M].中国人民大学出版社 第四版 1996:482-487
[16]超春雷:项目管理[M].科学出版社,第1版2006 P159,180,207
[17]郭蕊.国内外项目管理研究的理论、框架及其进展[J].现代管理科学,2006,(5)
[18]白思俊.项目管理为企业带来的管理变革[J].项目管理技术.2004,(3)
[19]邱苑华,秦霖.项目管理发展态势与前瞻[J].项目管理技术杂志社,2003,(8)
[20]唐滨芳.项目管理的国际化发展及应对措施[J].科技进步与对策,2003,(15)
[21]周永军.项目管理现状与发展研究[D],东北师范大学,2006,5
[22]乌肠可.国际项目管理模式及发展趋势[J].中国投资,2006,9
[23]刘著.企业引入项目管理应把握的主要问题[J].铁路工程造价管理.2005,6
[24]冉令和.我国项日管理存在的问题及其对策研究[1].商业现代化,2006,9
[25]戚安邦.现代项目管理技术在中国的应用[C].南开大学出版社,2002-1
[26]张卫国,李金梅.浅析我国企业项目管理的机构设置[J1],商场现代化,2006,7
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