【作者】 李小青；

【导师】 麦强；

【作者基本信息】 哈尔滨工业大学 ， 工商管理（专业学位）， 2024， 硕士

【摘要】 随着21世纪信息时代的到来,5G、物联网、云计算等新一代信息技术的迅猛发展,对通信基础设施建设的需求正日益增长。客户倾向于选择能够提供设计、采购、施工和运维一体化服务的供应商,使得EPC(设计Engineering、采购Procurement、施工总承包Construction,简称EPC)模式成为通信工程行业的主流选择。然而,在国内,许多从传统通信设计院转型而来的EPC项目承包商,在承接并实施工程项目时,并未充分关注到工程的质量管理。这导致了一系列问题,包括但不限于工程质量事故频发、团队成员专业能力不足、项目管理流程不规范以及内部规章制度不健全等,这些问题最终可能引发严重的质量事故。本文通过对质量管理相关理论的研究结合JS设计院的质量管理现状进行探究,针对JS设计院存在的质量管理问题提供改进意见,并帮助JS设计院提升EPC工程项目的质量管理水平,同时也对同类设计院转型承接EPC工程业务的质量管理提供现实的指导作用。本文运用全面质量管理(Total Quality Management,TQM)和戴明环(Plan Do Check Act,PDCA)等相关的质量管理理论和方法,结合JS设计院的工程质量管理的现状,系统研究JS设计院的工程质量管理问题。通过问卷调查与专家访谈,识别出20个关键影响因素,发现质量满意度、质量改进周期、质量达标追踪和成本分析为各阶段核心影响因素。研究发现,JS设计院工程质量管理的主要原因有:客户满意度低,质量改进周期长,质量达标率低、质量成本波动大。造成以上问题的原因是缺少以客户需求为依据的质量设计,工程合作伙伴对质量认识不一致,缺少规范化的质量测量指标体系,质量改进缺少全面成本考虑。针对这些问题和成因,本文提出强化客户需求导向的质量设计流程、统一工程合作伙伴质量管理标准、构建规范化质量测量指标体系,以及实施全面质量成本管理的改进策略。研究成果为设计院提升工程质量管理提供了理论依据和实践指导。更多还原

【Abstract】 With the arrival of the information age in the 21st century and the rapid development of new-generation information technologies such as 5G,Io T,and cloud computing,the demand for communications infrastructure construction is growing.Customers tend to choose suppliers that can provide integrated services of design,procurement,construction,and operation and maintenance,making the EPC(Engineering,Procurement,and Construction)model the mainstream choice in the communications engineering industry.However,in China,many EPC project contractors transformed from traditional communication design institutes do not pay sufficient attention to the quality management of engineering projects when they undertake and implement them.This has led to a series of problems,including but not limited to the frequent occurrence of engineering quality accidents,the lack of professional competence of team members,the lack of standardization of project management processes,and the inadequacy of internal rules and regulations,etc.,which may ultimately lead to serious quality accidents.This paper explores the quality management status quo of JS Design Institute through the study of quality management related theories,provides improvement suggestions for the quality management problems existing in JS Design Institute,and helps JS Design Institute to improve the quality management level of EPC projects,as well as provides realistic guidance for the transformation of similar design institutes to undertake the quality management of EPC project business.This paper employs Total Quality Management(TQM)and the Deming Cycle(Plan Do Check Act,PDCA)alongside other relevant quality management theories and methodologies.By examining the current state of engineering quality management at JS Design Institute,it systematically investigates the institute’s engineering quality management issues.Through questionnaire surveys and expert interviews,20 key influencing factors were identified,revealing that quality satisfaction,quality improvement cycles,quality compliance tracking,and cost analysis are the core influencing factors at each stage.The research identifies the primary causes of JS Design Institute’s engineering quality management issues as:low client satisfaction,prolonged quality improvement cycles,low quality compliance rates,and significant fluctuations in quality costs.These problems stem from the absence of quality design grounded in client requirements,inconsistent quality perceptions among engineering partners,the lack of a standardised quality measurement indicator system,and insufficient consideration of total quality costs in improvement efforts.Addressing these issues and their root causes,this paper proposes improvement strategies including:strengthening customer-demand-oriented quality design processes;standardising quality management criteria for engineering partners;establishing a formalised quality measurement indicator system;and implementing comprehensive quality cost management.The research findings provide both theoretical foundations and practical guidance for enhancing engineering quality management within design institutes.更多还原