Research On Application Of Turnkey Project Management In Automobile Production Line

The Chinese Bureau of Statistics data show that in 2015 Chinese automobile production and sales were 24.5033 million and 24.5976 million, ranking the first in the world. Chinese market become more and more importance for the automobile manufacturers. In recent years, both domestic automobile manufacturers and joint venture auto manufacturers have launched new cars to seize the Chinese market. Many parts production line projects have been launched. Generally, engineering procurement and construction (EPC) of auto parts production line are contracted by machine tool, and the machine tool will in charge with design, supply and execution. During overall scheme period of production line construction, the early programming, the medium-term execution, the operation and quality of production line must be included. The research on systematic management of production line EPC is deficient, especially the schedule formulating, scope marking and cost budgeting during EPC need to be improved.In this article, we take EPC of machining production line in S corporation as example, based on actual situation of EPC management, combine the theory of project management with character of modern project management, the application of modern project management theory and method to EPC of production line is proposed. As for the problems, such as unable to hand over program on time, unreasonable program, extension of project scope, too high cost and so on, the optimization solutions are presented by using the project management knowledge, standard process and tools are used in EPC management and to guide the execution of the project. Based on the actual work, this article emphasizes the characters of EPC and the advantages of machine tool as the total contractor in project management.In this article, compare with the S company’s projects realization since 2005, and analyze the actual data of the issues that the project scope creep and the project schedule delay and so on. Conclusions show that standardized processes and programmed tools S companies used has been greatly improved the project scope creep and project schedules lag, providing a successful experience for other companies.