摘要
文章围绕正确应用能级原则进行组织机构设置,做好有效制度的建立和管理,建立8项切实可行的管理制度,加大并做好人才的培养及管理工作,做好建设管理各个系统的经验反馈工作,积极开展施工技术及管理技术交流,全员参与安全管理,采用KPI体制对干系人进行考核的项目管理方法等方面,运用PDCA循环进行持续改进,为保证核电项目顺利进展提出了提升管理水平的措施,管理理论的提出与推广可为各核电项目的建设提供借鉴作用,促进工程建设的顺利进行。
Focusing on con-oct application of ability level principle in settilN orgfutizational structure, the effective management system has been established, and 8 practical management regh-nes have been developed. Persomael trainiiN and management work shaU be well done and enhanced. Experience focdback in construction management shah be weIl done for all systems. ExchaNe of construction and maxmgement tect^fiques shall be actively can＊ied out. All staff shall participate in safety management. KPI system is adopted for assessing stakeholders＇ projoct management method, and PDCA cycle is adopted for continued improved. Management level upgrading measures am proposed to ensure the smooth construction of nuclear power project. Setting forth and popularizing management theory can provide reference for and promote the smooth progress of various nuclear power projects.
出处
《中国核电》
2012年第4期363-369,共7页
China Nuclear Power
关键词
核电项目
管理水平
经验反馈
措施
KPI体制
nuclear power project
manaaement level
experience feedback, measuare
KPIsystems
