近年来，石河子城市化和工业化进程不断加快，环保压力不断增加，污水排放量持续增长，从 区域水资源承载力、环境保护容量、经济社会效益等方面，污水处理厂建设及运营管理问题逐渐凸 显。目前，石河子市共有污水处理厂 4 座，在建 1 座，总处理能力为 24 万方/天（远期规模 41 万方 /天），其中两座集中式工业污水处理厂采用委托第三方运营模式。DL 公司是新疆区域内水处理、 环保行业知名的领军企业，也是区域内唯一能同时为客户提供全方位的水处理产品、技术和解决方 案、设施运营、水回用项目服务等多项内容的水处理专业化企业，2014 年，与石河子经济技术开发 区管委会签订合同，对管委会下属园区内污水处理厂进行专业化的运营管理。DL 公司作为第三方运 营单位，如何在运营过程中获得尽可能大的经济和社会效益，是其必须考虑的重大问题。第三方运 营企业生存的重心是节省成本创造出利润最大化，赢得更广大宽阔的市场。因此，项目运营管理管 理愈发显得重要，成为第三方运营企业经营的核心问题。 本文主要采用调查分析法以及层次分析法对 DL 公司污水处理项目运营管理进行研究。首先本文 对 DL 公司及及污水处理项目进行了简单介绍，从组织结构、成本控制、质量管理方面以及合同管理 四个方面分析了 DL 公司污水处理项目运营管理现状；其次，通过问卷调查搜集数据评估了 DL 公司 污水处理项目运营管理水平，然后找出 DL 公司污水处理项目运营管理中存在问题与成因；最后，本 文提出 DL 公司污水处理项目运营管理优化对策，以更好实现提高 DL 公司污水处理项目运营管理水 平的目的。 通过分析论证，本论文的得出以下主要结论，(1) DL 公司污水处理项目运营管理水平整体较低， 尤其体现在组织结构、质量管理以及成本控制三个方面。组织结构方面，DL 公司污水处理项目现在 实行的是职能型组织结构，整个项目运营缺少共同的奋斗目标，这无形中会增加项目运营的成本， 进而对项目运营管理水平的提高产生不利影响。质量管理方面，一些员工对工艺管理的基本规章制 度还不是很了解，对于员工工艺方面的培训还不够，尤其针对新员工的专业知识培训还有欠缺。成 本控制方面，DL 公司污水处理项目运营成本较高，一方面，工业用电费用近年来涨幅较大，是 DL 公司污水处理项目运营的重要成本，无论项目是否运转，这部分费用都会产生，另一方面，药剂费、 设备维护费的支出也比较大，污水处理设备资产专用性较强，维护起来的成本本来就比一般设备高， 而作为石河子重要的污水处理项目，DL 公司污水处理项目的负担也比较大，设备经常高负荷运转， 设备损坏的概率较高，这进一步加大了设备维护成本。(2)DL 公司污水处理项目运营管理存在组织 结构不健全、项目运营成本高、质量管理问题突出以及项目运营存在滞后等问题，专业人才缺乏、 成本控制方法不完善、忽视质量成本管理以及部门间沟通困难是导致这些问题的主要原因。对 DL 污 水处理项目来说，所需要的专业技术较高，人才本身就比较缺少，加之公司处于新疆地区，更是不 好找到专业运营人才，DL 公司的管理层对于成本控制的重要性认识不足，成本控制工作的目标层次 低，局限于成本核算而非成本控制，对降低成本的措施等工作并无着墨。另外，由于职能型组织结 构的因素，污水各部门形成内部小团队，互相不支持对方的工作立场以及不和谐群体工作关系等直 接造污水成跨部门沟通非常困难，扯皮推诿，不负责任的现象比比皆是。(3) DL 公司应从建立项目 运营管理团队和加强部门合作两个方面优化优化组织结构，从减少药剂品的浪费、减少电费支出、 改变项目低负荷运转状态以及开发衍生产品四个方面强化成本控制，从完善项目运营管理体系标准、 规范生产设备管理、规范检验设备管理以及科学管理运行方法四个方面强化项目运营质量管理体系 实施，并从完善产权制度建设、制定合理收费政策以及建立科学的监管体系三个方面完善政策保障。 关键词，污水项目；运营管理；成本控制；质量管理II Abstract In recent years, the urbanization and industrialization process of Shihezi has been accelerating, the pressure of environmental protection has been increasing, and the discharge of sewage has continued to grow. From the aspects of regional water resources carrying capacity, environmental protection capacity, economic and social benefits, the construction and operation management of sewage treatment plants has become increasingly prominent. . At present, Shihezi City has a total of 4 sewage treatment plants and one under construction, with a total treatment capacity of 240,000 cubic meters/day (long-term scale of 410,000 cubic meters/day), of which two centralized industrial wastewater treatment plants use commissioned third-party operations. mode. DL is a well-known leading enterprise in the water treatment and environmental protection industry in Xinjiang, and the only company in the region that can provide customers with a full range of water treatment products, technologies and solutions, facility operations, and water reuse projects. In 2014, the specialization enterprise of water treatment signed a contract with the Administrative Committee of the Shihezi Economic and Technological Development Zone to conduct professional operation and management of the sewage treatment plant in the subordinate park of the Administrative Committee. As a third-party operating unit, how DL Company obtains the greatest possible economic and social benefits in its operations is a major issue that must be considered. The focus of survival of third-party operating companies is to save costs, create maximum profits, and win a wider and broader market. Therefore, the management of project operations management has become increasingly important and has become a core issue for third-party operating companies. In this paper, the investigation and analysis method and the analytic hierarchy process are mainly used to study the operation and management of the DL company's sewage treatment project. First of all, this article briefly introduces the DL company and its wastewater treatment project. It analyzes the status of the operation and management of the DL company's wastewater treatment project from four aspects: organizational structure, cost control, quality management, and contract management; second, it collects data through questionnaire surveys. The DL company sewage treatment project operation and management level, and then find out the problems and causes of the operation and management of the DL company sewage treatment project; Finally, this paper put forward DL company sewage treatment project operation and management optimization countermeasures, in order to better achieve the DL company sewage treatment project The purpose of operational management level. Through analysis and argumentation, the main conclusions of this paper are as follows: (1) The overall operation and management level of DL wastewater treatment project is low, especially in the aspects of organizational structure, quality management and cost control. In terms of organizational structure, the DL wastewater treatment project now implements a functional organizational structure. The entire project operation lacks a common goal. This will inevitably increase the cost of project operation and adversely affect the improvement of project operation and management. In terms of quality management, some employees are still not very familiar with the basic rules and regulations of process management. Training on employee process is not enough, especially for the training of new employees. In terms of cost control, the operating cost of DL wastewater treatment project is relatively high. On the one hand, the cost of industrial electricity has increased greatly in recent years. It is an important cost for the operation of DL wastewater treatment project. This part of the cost will be generated regardless of whether the project is running or not. On the one hand, the expenditure on pharmacy and equipment maintenance fees is relatively large. The assets of sewage treatment equipment are more specific, and the cost of maintenance is higher than that of general equipment. As an important sewage treatment project of Shihezi, the wastewater treatment project of DL Company The burden is also relatively large, the equipment is often operated at a high load, and the probability of equipment damage is high, which further increases the maintenance cost of the equipment. (2) DL company sewage treatment project operation management has problems such asⅢ imperfect organizational structure, high project operation cost, outstanding quality management problems and lag of project operation, lack of professional talents, imperfect cost control methods, neglect of quality cost management a