罗博公司包装标签标准化项目进度管理研究 随着随着国内汽车行业的发展，汽车整车制造及零部件制造业的竞争日趋 激烈。丰田的精益生产提供了一个可供借鉴的减少浪费、提高生产率的标杆， 各大企业为了提高产品在市场上的竞争力对精益生产愈加重视，纷纷通过实施 精益生产来改善技术、降低成本、减少浪费。随着精益生产的深入进行，与生 产相关的间接领域也逐渐被重视起来，比如库存中物料实物与账目的管理，原 材料向成品转化期间即生产过程中物料实物与账目的管理。 本文以项目管理的理论知识为基础并结合罗博公司项目管理实践经验，对 罗博公司包装标签标准化项目进度管理进行研究。该项目包含MES软件升级、 自动倒冲扣账和标签标准化三大内容，目前三个项目进度均出现了超期现象。 经过分析认为该公司在项目管理过程中存在项目成员协作弱，缺乏共同的平台 分享信息和交流经验；项目活动的管理和项目进度中内容的变更缺乏有效监控 和管理；并且在项目进度计划优化时发现技术方案的管理带给进度的极大影响。 针对这些不足论述了项目管理的方法，尤其是与进度管理相关的输入、工具和 技术、输出等方法，提出了解决思路和实施建议。 本文重点论述了包装标签标准化项目进度管理方案的设计。首先，确定了 项目的进度、质量、成本方面的目标。然后，通过创建项目工作分解结构，包 含包装站、自动做账和标签打印三大模块。其中，包装站模块的技术方案包含 了硬件和软件的标准制定，供应商处采购，供应商制作和交货，工程师对硬件 和软件的验收、安装、调试，以及与EPR的通讯匹配和测试。自动做账模块在 第一个产品上做技术方案标准化，以及在后续产品产线上的复制和使用。标签 打印模块包括ERP标签技术方案的建立，产品包装新模板的选择，新标签打印 测试，在包装站和物流中心的测试。其次，根据项目的工作分解结构再进一步 II 分解并定义所需的措施和行动即项目活动，排列活动的顺序，估算可利用的资 源，再根据可利用的资源和其他约束条件估算每个活动持续的时间，计算出不 同路径上的项目活动所需的时间，对活动总时间最长的路径（即关键路径）分 配可靠的资源以确保实际进度能够满足项目进度目标的期望。最后，及时对项 目进度进行绩效审查、偏差分析，并做好风险评估、应对措施和风险管理。 本文还论述了项目进度控制的实施保障。首先完善项目监管机制，加强项 目变更管理和沟通管理的流程；其次是技术保障，包括项目进度计划管理技术、 项目信息分享管理技术和项目进度管理技术。最后介绍了项目团队建设和管理 的人力保障。通过设定这些制度、技术、人力方面的保障方案确保项目进度计 划得以顺利实施。 本文通过对项目管理实例的研究，进一步解释了项目管理的内涵和应用， 丰富了罗博公司非产品类跨部门项目管理的知识，并为后续非产品项目的项目 管理提供了实践参考。 关键词： 项目管理；进度管理；进度控制 III Abstract Research on project schedule of package label standardization in Luobo Company With the development of the domestic automobile industry, the competition of automobile manufacturing and parts manufacturing is becoming increasingly fierce. Toyota's lean production provides a benchmark for reference to reduce waste and improve productivity. Companies are paying more attention to lean production in order to improve their competitiveness in the market. They are implementing lean production to improve technology, reduce costs and waste. With the in-depth development of lean production, the indirect area related to production has being taken gradually seriously, such as the management of physical materials and accounts in stock, and the management of physical materials and accounts in the production process namely transformation of raw materials to finished products. Based on the theoretical knowledge of project management and combined with practical working experience in Luobo Company, this paper studies the progress management of Luobo's packaging label standardization project. The project includes three major contents: MES software upgrade, automatic backflush deduction and label standardization. At present, the progress of the three projects has been overdue. After analysis, it is believed that the company has weak project team cooperation in the project management process, lack of common platform to share information and exchange experience, lack of work enthusiasm and initiative for work; lack of effective monitoring of project scope management and change management; poor coordination of progress sub-plans. In response to these shortcomings, this paper discusses the methods of project management, especially the methods, inputs, tools, techniques, and outputs related to schedule management, solutions and implementation suggestions are proposed. This paper focuses on the design of the schedule management plan for the packaging label standardization project. First, clarify the scope and objectives of IV project schedule management, including progress, quality, and cost. Then, create a project work breakdown structure, including packaging station module, automatic accounting and label printing. Among them, the technical solution of the packaging station module includes hardware and software standard setting, supplier procurement, supplier production and delivery, engineers' acceptance, debugging and installation of hardware and software, along with communication and testing with EPR. The automatic accounting module includes ERP automatic accounting technology program evaluation, specific implementation plan, communication establishment with ERP system, accounting matching test, technical standardization, technical copying and promotion in other production lines. The label printing module includes the establishment of the ERP label technology solution, the selection of new template for product packaging, the new label printing test, the two-dimension code unpacking and repacking test at the packaging station, and the unpacking and repacking test of the logistics center pallet. Secondly, the preparation of the project schedule requires further definition of the required activities according to the project's work breakdown structure, arranging the sequence of activities, estimating the available resources. Following estimate the duration of each activity based on available resources and other constraints, calculate the time required for project activities on different paths, and assign reliable resources to the path with the longest total activity time (i.e. critical path) to ensure that the actual progress meets the expectations of the project progress goals. Finally, timely conduct performance review, deviation analysis, and risk assessment, response measures and risk management. This paper also discusses the implementation guarantee of the package label standardization project schedule control program. The first is institutional guarantee, optimize project supervision mechanism, strengthen project change management process, and establish conference management rules. Followed by technical support, including project schedule plan management technology, project information sharing management technology and project schedule management technology. Finally, manpower guarantees, including project team building and project team management. The project schedule could be implemented smoothly by setting these institutional, technical, and human resources protection programs. V Through the research on project management examples, this paper further explains the connotation and application of project management, and improves the level of non-product cross function project management of Luobo Company and provide reference for manager who is responsible for such multifactor interference non-product project. Key Words: Project management; schedule management; schedule control VI 目 录 第1章 绪 论 ......................................................................................... 1 1.1 研究背景与意义 ............................................................................ 1 1.2 研究方法与内容 ............................................................................ 2 1.3 理论基础和文献综述 .................................................................... 4 第2章 罗博公司包装标签标准化项目进度管理现状及问题 ........... 10 2.1 包装标签标准化项目概况 .......................................................... 10 2.2 包装标签标准化项目进度管理现状 ........................................... 16 2.3 包装标签标准化项目进度管理存在的问题和原因 .