摘要
供电企业是关系到国计民生的支柱型企业，它以建设和运营电网为核心业务，
肩负着为社会提供安全、经济、清洁、可靠的供电服务的基本任务。随着电力体制
改革加速深化推进，外部环境逐步变化，企业发展面临的挑战不断增加。县级供电
企业作为直接面向用户的最基层单位，需要以效益为立足点，通过改善其经营管理
模式，提升企业的可持续发展能力。电力工程项目是县级供电企业经营的重要内容，
它的管理水平直接关系到企业的经济效益，其原有粗放型的管理模式己经不能适应
现代社会发展的需要，转变电力工程项目管理方式、提升其内在效益已迫在眉睫。
精益化管理作为二十一世纪的先进管理理念，可灵活地应用在企业生产经营的
各方面，通过降低消耗有效地促进效益的提升，它已广泛地在其他各类企业的发展
中得以证实其作用。供电企业将精益思想融入到工程项目的管理中并加以应用，通
过完善流程环节、优化资源配置、提升人员素质等手段可有效地降低工程项目中人、
财、物及时间上的消耗，保证企业的可持续发展。
本文先分析了供电企业当前所面临的背景形势和国内外精益管理的理论研究
状况，再以 SZ 公司为具体研究对象，对县级供电企业工程项目管理现阶段所存在
的一系列不足之处进行了详细分析，以此为基础，将精益思想与工程项目管理有
机的结合起来，构建了基 PDCA 理论的工程项目整体性精益化管理模式，并建立了
能准确、合理分析县级供电企业工程项目精益管理成效的评价体系。同时在 SZ
公司工程项目管理中开展实践应用，以高效、高质、经济、安全为目标，初步形
成了以管理机制制度化，前期管理滚动化，资源配置市场化，施工技术现代化，
管理手段信息化，经济关系合同化，激励措施经济化，素质提升全员化为提升手
段，以审计监督为制衡的工程项目精益化、系统性管控新方法， 简称“八化一制
衡”，并开发建设一套基于全生命周期视角并适合县级供电企业应用的工程项目全
过程管理信息系统。最后通过精益化评价指标体系开展评价分析，结合与实施前
工程项目管理相关数据的纵向，得出 SZ 公司工程项目精益管理取得较大成效，
从而证明了县级供电企业工程项目精益化管理具备较高的可行性，为后续进一步
深入研究打下了基础。
关键词：县级供电企业；电力工程项目；精益管理；经济效益；PDCA华北电力大学硕士学位论文
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Abstract
Power supply enterprise is the pillar enterprise which is related to national
economy and people&39;s livelihood. Its core business is power grid construction and
operation, while providing our society with secure, economic, clean and reliable power
supply service is the basic task. With the reform of electric power system accelerated to
deepen and the external environment is changing gradually, the development challenge
for the enterprise is increasing. The county level power supply enterprise, which are the
most grass-roots and directly to the user, need constant improvement on operation
ability to create economic benefits of the sustainable development. Electric power
engineering, as an important operation content of power supply enterprise, its
management level is directly related to the economic benefits for the enterprise. The old
extensive management pattern cannot meet the needs of modern society development.
Therefore, it is urgent to change the management mode of electric power project and
enhance its internal benefit.
Lean management which as the advanced management concept in twenty-first
Century, can be flexibly applied in all aspects of the production and operation of
enterprises, by reducing consumption effectively promote efficiency improvement, it
has been used widely in other types of enterprises in the development of confirmed its
role. The power supply enterprise will lean into the project management and application,
through the improvement of process, optimizing the allocation of resources, improving
the quality of personnel and other means can effectively reduce the project, wealth, and
time consumption, guarantee the sustainable development of enterprises.
This paper analyzes first the background the power supply enterprise facing and the
current situation of study for lean management theory at home and abroad, then takes
company SZ as the specific study object for detailed analysis of the deficiencies existing
at this stage in county level power supply enterprise. Based on this, this paper combines
the lean thinking and engineering project management, and uses PDCA lean
management as tool to establish the engineering project management pattern for the
county level power supply enterprise and corresponding evaluation system, which is
applied internally in SZ company at the same time. The company takes target as high
efficient, high quality, economic and secure and has preliminarily formed systemic华北电力大学硕士学位论文
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control methods by making the management mechanism institutionalization, the
prophase management rolling, the resources allocation marketization, the construction
technology modernization, management methods informatization, economic relations
contractualization, incentive measures economization, the manpower quality enhance
entirely, and let audit counterbalance the engineering project to be lean. Finally it turns
out that SZ company has made great achievements on engineering project management
by evaluation of lean evaluation index system and combining the data before
implementing engineering management. Therefore this has proved the high feasibility of
power supply enterprise engineering project lean management, which have also laid the
foundation for the subsequent study.
Keywords: county power supply enterprise; electric power project; lean management;
economic benefit; PDCA华北电力大学硕士学位论文
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目 录
摘要.............................................................................................................................I
Abstract .............................................................................................................................II
第 1 章 绪论...................................................................................................................... 1
1.1 选题背景及其意义........................................................................................1
1.1.1 选题背景.................................................................................................1
1.1.2 选题意义.................................................................................................2
1.2 国内外研究现状及发展动态分析 ................................................................2
1.2.1 国外研究现状.........................................................................................2
1.2.2 国内研究现状.........................................................................................4
1.3 研究内容与技术路线 ....................................................................................6
1.3.1 课题研究内容.........................................................................................6
1.3.2 采取的技术路线.....................................................................................6
1.4 研究方法........................................................................................................7
第 2 章 相关基础理论研究.............................................................................................. 9
2.1 精益化管理的基本理念 ................................................................................9
2.1.1 精益管理的内涵.....................................................................................9
2.1.2 精益管理的原则.....................................................................................9
2.1.3 精益化管理的常用工具 ......................................................................
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