發(fā)布時間：2018-04-13 09:23

  本文選題：調(diào)度管理 + 精益運營��； 參考：《吉林大學》2015年碩士論文

【摘要】：露天礦山生產(chǎn)調(diào)度就是以礦山生產(chǎn)進度計劃為依據(jù)，組織執(zhí)行生產(chǎn)進度計劃，對執(zhí)行過程進行檢查，分析檢查發(fā)現(xiàn)的問題并及時處理的工作。現(xiàn)代礦山企業(yè)的生產(chǎn)環(huán)節(jié)多，協(xié)作關(guān)系復(fù)雜，生產(chǎn)連續(xù)性強，情況變化快，某一局部發(fā)生故障，或某一措施沒有按期實現(xiàn)，往往會波及整個生產(chǎn)系統(tǒng)的運行。因此，礦山企業(yè)應(yīng)該以生產(chǎn)調(diào)度為組織核心，加強生產(chǎn)調(diào)度的精益管理，根據(jù)礦山整體情況細致進行生產(chǎn)計劃，嚴格管控生產(chǎn)過程，研究分析影響生產(chǎn)的各種因素，根據(jù)不同情況采取相應(yīng)對策，及時調(diào)整管理偏差，可有效提高礦山企業(yè)管理的整體水平。 太鋼尖山鐵礦的生產(chǎn)調(diào)度管理在整個工作流程中存在著生產(chǎn)計劃制定不嚴格、工作執(zhí)行與過程控制不到位、信息共享與溝通效率低、監(jiān)督考核不明確四個方面的問題。根據(jù)系統(tǒng)管理理論可以分析得出產(chǎn)生這些問題的主要原因為尖山鐵礦生產(chǎn)調(diào)度系統(tǒng)在管理機制上不統(tǒng)一、組織結(jié)構(gòu)不合理、制度體系不完善、軟硬件技術(shù)支持不到位，這些現(xiàn)實情況使得調(diào)度管理雖然在某些方面表現(xiàn)出進步的趨勢，但是并未起到引領(lǐng)尖山鐵礦整體管理水平的提升，也就是未發(fā)揮調(diào)度系統(tǒng)的核心管理作用。 針對尖山鐵礦在調(diào)度管理方面存在的問題，本文依照管理統(tǒng)一化、控制信息化、方法現(xiàn)代化、隊伍精干化的原則，分別制定出尖山鐵礦調(diào)度系統(tǒng)在制度建設(shè)、組織機構(gòu)、工作流程三個方面的管理優(yōu)化方案，系統(tǒng)地完善尖山鐵礦的基本責任制度、生產(chǎn)組織制度、工作匯報制度和檢查評價制度，在機構(gòu)設(shè)置、崗位設(shè)置、人員配置方面進行細化調(diào)整，運用PDCA循環(huán)理論解讀調(diào)度管理工作流程，，促進調(diào)度管理的循環(huán)上升改進。希望通過以上優(yōu)化方案，對調(diào)度管理工作提高標準、從嚴要求，促進尖山鐵礦調(diào)度系統(tǒng)實現(xiàn)精益化、集約化、科學化管理。 為了保障尖山鐵礦調(diào)度管理的優(yōu)化方案順利實施，本文從人力資源保障、監(jiān)督機制保障、績效評價與競爭考核等方面提出了一系列保障方案，希望運用人力資源管理和運營管理的理論支持，做好規(guī)劃，切實保障尖山鐵礦調(diào)度管理優(yōu)化方案的實施并達到預(yù)期效果。 生產(chǎn)調(diào)度部門是礦山企業(yè)的核心管理部門，其管理水平的高低直接影響企業(yè)的生產(chǎn)運營效益，決定企業(yè)的整體管理水平。結(jié)合尖山鐵礦生產(chǎn)調(diào)度管理的優(yōu)化過程可以發(fā)現(xiàn)，高水平、科學化的調(diào)度管理需要具備完善的管理制度、組織體系和工作方法，對于調(diào)度管理過程中的問題，要通過統(tǒng)一的組織體系，依據(jù)制度規(guī)定，利用先進的管理手段，系統(tǒng)地分析并提出科學的優(yōu)化解決方案。
[Abstract]:Open-pit mine production scheduling is based on the mine production schedule, organization and implementation of production progress plan, the implementation of the process of inspection, analysis of the problems found and timely handling of the work.Modern mining enterprises have many production links, complex cooperation relations, strong continuity of production, rapid changes in the situation, a local failure, or a measure is not achieved on schedule, which will often affect the operation of the entire production system.Therefore, mining enterprises should take production scheduling as the core of organization, strengthen lean management of production scheduling, carry out detailed production planning according to the overall situation of mines, strictly control the production process, and study and analyze various factors affecting production.Taking corresponding countermeasures according to different situations and adjusting management deviation in time can effectively improve the overall level of management of mining enterprises.In the production scheduling management of Jianshan Iron Mine of Taiyuan Iron and Steel Co., there are four problems in the whole working process, such as the production planning is not strict, the work execution and process control are not in place, the efficiency of information sharing and communication is low, and the supervision and examination is not clear.According to the system management theory, we can find that the main reasons for these problems are that the production scheduling system of Jianshan Iron Mine is not unified in management mechanism, unreasonable organization structure, imperfect system system, inadequate technical support of hardware and software.These realities make scheduling management show a progressive trend in some aspects, but it does not play a leading role in improving the overall management level of Jianshan Iron Mine, that is, it does not play the role of the core management of the scheduling system.In view of the problems existing in dispatching management of Jianshan Iron Mine, according to the principles of unified management, information control, modernization of methods and streamlining of the team, the system construction, organization and organization of the dispatching system of Jianshan Iron Mine are worked out respectively.Three aspects of the work flow management optimization program, systematically improve the basic responsibility system of Jianshan Iron Mine, production organization system, work reporting system and inspection and evaluation system, in the establishment of institutions, post setting,In terms of staffing, the detailed adjustment is made, and the PDCA cycle theory is used to interpret the workflow of scheduling management to promote the circular improvement of scheduling management.It is hoped that through the above optimization scheme we can improve the standard and strict requirements of dispatching management and promote the lean intensive and scientific management of the dispatching system of Jianshan Iron Mine.In order to ensure the smooth implementation of the optimal plan of dispatching management in Jianshan Iron Mine, this paper puts forward a series of guarantee schemes from the aspects of human resources guarantee, supervision mechanism guarantee, performance evaluation and competition assessment, etc.It is hoped that the theoretical support of human resource management and operation management will be used to make a good plan and ensure the implementation of the optimal plan of dispatching management in Jianshan Iron Mine and achieve the expected results.The production scheduling department is the core management department of the mining enterprise. Its management level directly affects the production and operation benefit of the enterprise and determines the overall management level of the enterprise.Combined with the optimization process of production scheduling management in Jianshan Iron Mine, it can be found that the high level and scientific scheduling management needs to have a perfect management system, organization system and working methods, and for the problems in the process of scheduling management,Through the unified organization system, according to the system stipulation, the advanced management means, the scientific optimization solution should be analyzed and put forward systematically.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F426.1;F273

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本文編號：1743886