dự án NHÀ máy sản XUẤT PHỤ TÙNG XE máy ôtô JAV e

DỰ ÁN NHÀ MÁY SẢN XUẤT PHỤ TÙNG XE MÁY ÔTÔ JAV PROJECT OF JAT AUTO PARTS MANUFACTURING FACTORY Chapter 1: OVERVIEW OF THE PROJECT Project Background: JAT Autoparts and Industrial equipments manufacturing joint stock company invested 14.980 m2 of land investment in 2011 in Que Vo Industrial Zone II, the company drawn up a project to build 4000m2 factory to move machines and equipments from current leasing Factory at Que Vo Industrial Zone I to the new plant before 1/9/2012 The objective of the project and an overview of the project: - Name of investment project: JAT AUTO PARTS MANUFACTURING FACTORY - Investor: JAT Autoparts and Industrial equipments manufacturing joint stock company - Target investment: Building a factory to produce automotive and motorcycles parts with a capacity of 3,000,000 sets motorcycles parts / year - Content and scope of construction: build new factory and other support facilities, purchase additional advanced technology machinery and equipments in the world to produce 3,000,000 sets motorcycles parts / year - Location: Que Vo Industrial Zone II, Ngoc Xa commune, Que Vo, Bac Ninh province - Area of land: 14.980 m2, 4000m2 factory, 380m2 two floors office building, fence systems, road, port, garage, trees Auxiliary systems including the system for air compressors, water treatment area - Plans to build: + The main factory: reinforced concrete foundation, concrete foundation Pre-build steel frames house, link bolts, welding Cover around by brick with brick wall meters high, galvanized color roof with heat insulation and with plastic panels get light; + Other construction works: foundation column, beam frame of reinforced concrete poured monolithic reinforced Cover around the house and brick walls Galvanized roofing color class sound, heat Ceramic floor tiles 400x400; - Roads and internal yard with concrete Discharge water drainage systems with pipes and precast concrete building brick - Equipments and technology: + Includes 120 machines move over from existing factory; + New investment: Welding robot (03 units), CNC lathes (05 units) - Total investment of the project: Total: 29.606.969.000 VND Including: - - Construction cost : 11.652.481.000 VND - New machines investment : 2.212.173.000 VND - Landing cost : 12.601.176.000 VND - Project management cost : 527.248.000 VND - Construction consulting cost : 318.319.000 VND - Other cost : 529.128.000 VND - Pending cost : 1.718.444.000 VND Source of capital: Owner capital(60%), borrowing capital (40%), details: - Owner capital (60%) : 17.764.181.400 VND - Borrowing capital (40%) : 11.842.787.600 VND - Style of project management: The onwer direct manage and implementation the project through project management team Company Director take the role of Project Director and submit to the Board approved the Regulation on organization and operation of the project management Structural details of the project: Includes the following items: - The overall design of the plant - Approve the plant design - Selection of contractors for construction of fences, protected gates and garage - To start building the fence, gate protection, garages - A set of profile steel structure contractors - Selection of contractors - Signing of contract with the contractor of steel structure - Legal procedures - Profile of investment projects - Apply for an investment license - Xin planning certificate - Procedures for environmental commitment - Dossiers of application for construction permits - Registration procedures for fire - A dossier of application for connecting electricity, sewage, rainwater - Develop the main items - Preparation - Cleanup of construction site preparation by - Creating a temporary - Preparation of test piles and materials - Pile experiments - Construction progress - Injection pile mass - Digging the pit - Destroying pile head - Fixed pit and pour concrete lining - Installation of bracing reinforced foundation - Installation of formwork - Concrete foundations - Remove the formwork - Lap pit - Processing steel column - Installation of column reinforcement - Pour concrete columns - Processing, erect bearing reinforced columns office - Installation of formwork vp column - Concrete columns - Processing of reinforced beam office - Installation of beam formwork office - Concrete floor beams office - Installation of the vacuum column bolts - Installation of structural steel frame prefabricated - Installation of roof - Construction of closing Pot - Build the walls of workshops - Summons walls of workshops - Pour the concrete plant - Installation of religions around the workshop - Installation of shop window - Develop the stairs two floors VP - Installation of sanitary equipment - Install handrails stair handrail - Electric power system - Construction of the system - Construction of external support systems - Electric power system - Transport and installation of machinery and equipment Chapter 2: ORGANIZING AND MANAGEMENT OF THE PROJECT Since this is a big project with many items of the deployment, but within the framework of an individual assignments with a maximum 7000 words, students would like to present an item, regarded as a small project in both plant construction projects, construction projects such as office buildings with an area of 200m2, floors Project planning: Planning deployment office building, as the design has been described as the following table: TT work Preparing the ground (A) Time (day) Predecessors Prepare materials (B) Poured concrete foundation building (C) A,B Pour the concrete load-bearing column (D) C Pickled concreting, floor (E) D Pour the concrete floor bearing column (F) E Pickled concreting, floor (G) F Construction walls plastered (H) 19 C Pour the concrete stairs (I) F 10 Complete staires (J) I 11 Installation of doors, auxiliary systems H,J,G Complete buildings (K) Organizing project implementation: In the framework of individual assignments, students assume that these resources include engineers and workers, who provided the equivalent of "workers", we have the following table TT Work Time Predecessors (day) Resouce ( worker) Preparing the ground (A) Prepare materials (B) 2 Poured concrete foundation building (C) A,B Pour the concrete load-bearing column (D) C 12 Pickled concreting, floor (E) D 13 Pour the concrete floor bearing column E 12 Pickled concreting, floor (G) (F) F Construction walls plastered (H) 19 C Pour the concrete stairs (I) F 12 10 Complete ladder (J) G 11 Installation of doors, auxiliary systems H,J,G 16 Complete buildings (K) Total number of employees is 20, we have the initial allocation of resources map as followings: 5 A 2 B 8 C 12 12 12 12 D 13 13 13 13 13 13 E 7 8 19 19 19 19 20 20 20 20 20 20 19 19 19 19 19 28 28 28 21 21 15 6 16 16 16 16 16 16 16 16 16 16 16 16 12 12 12 12 12 12 12 12 12 12 F 9 9 9 G 7 7 7 7 7 7 7 7 7 H I 6 6 J As the chart above will have five days without adequate resources, we have the resources to regulate the work by pushing back the walls plastered Building (H) from 16 to 19 days back days, the separation of Concrete pickled, floor (G) from days to days, we have the following diagram: 5 A 2 B 8 C 12 12 12 12 D 13 13 13 13 13 13 E 12 12 12 12 12 F 8 8 16 16 16 16 16 16 12 12 12 12 12 7 7 7 7 7 7 7 6 G 7 7 H I 6 6 J 7 8 19 19 19 19 20 20 20 20 20 20 19 19 19 19 19 20 20 20 20 12 19 19 19 17 16 16 16 16 16 16 K So after adjustment the problem of resources is solved Check your assessment project implementation: For individual assignment is consistent, student only selected to present sub-project build office buildings 3.1 Progress Control: - Method of control: strict control of each item of work in terms of quality, schedule and cost Quality control by supervising by civil engineers conducted in the test samples, precision construction from design drawings and visually Progress control: comparison workload completed daily against the plan Control costs: The difference between the purchase price of raw material inputs, labor costs, cost arising higher than predicted, and the changes arising from the construction plans - Control Point: Every day through the briefings meeting to assess progress and costs from 17:00 to 18:00 every day between project managers, team leaders and supervisors - The problem arises: Since the project is not implemented yet, should the problem arise on the progress, costs according to the statistic results at the 20th date, projects as the following is just assume (unit: million VND): N Jo o b Budje % Planne t cost Compelete d cost d BSWS To- date Actual SV plan cost CV SI CI cost BCW ACW BCWP BCWP BCWP BCWP P To P - - / / 20 date 20 19 BCWS0 ACWP1 BCWS 100% A 20 100 B 1,110 100 1,110 1,110 1,165 -55 100% 95% C 85 100 85 85 75 10 100% 113% D 75 100 75 75 72 100% 104% E 200 100 200 200 205 -5 100% 98% F 85 50 68 42 56 -26 -14 62% 75% G 260 0 0 0 H 185 61 136 112 118 -24 -6 82% 95% I 115 0 0 0 10 J 75 0 0 0 11 K 450 0 0 0 1,694 1,644 1,710 -50 -66 Tổng 2,660 105% The task A, B, C, D, E has ended, the work F must be completed 4/5 volume, and work H should complete 14/19 plan volume, the work G , I, J, K has not yet begun - The problem was discovered at day 20 of the project: + In progress: At the time of the inspection works are completed (A, B, C, D, E), and works are not started yet (G, I, J, K): The categories not judge the progress There are two categories of work in progress (F, H), the delays are: Work F should have completed 80% volume, but only complete 50% volume, the H should have completed 74% progress, but only completed 61% work volume + Terms of cost: Work B (Procurement of materials) exceeds 55 million spent by the material costs have increased 5% compared to the estimate budget The tasks E, F and H respectively exceeded budget is million, 14 million and million But the jobs A, C, D in turn is saving a million, 10 million and million Conclusion: The project is implemented progress slower than planned and expend cost exceeds budget Adjust the project schedule: shorten progress with rising minimum costs Due to first 20 days projects was late, we must calculate and shorten the remaining work in the last 16 days in order that total time not exceeding 36 days, so that it not affect the progress of the entire plant construction projects : Job F G H I J K Basic Shorten time time 6 Cose (mil Cost/ VND) days Basic Shorten shorten 43 47 260 270 73 81 115 119 75 81 450 458 critical path Có Khơng Khơng Có Có Có Because during the first 20 days, H job is delayed = (136-112) / (185/19) ~ = days, the F job is delayed = (68-42) / (85 / 5) ~ = days, however H job not on the critical path, so we just shortened a total of two days: the F job lie on the critical path is shortened with minimum cost, we should shorten F first, and the shorten F jos with 02days is not rising new critical path, so shorten F is a preferred selected, the project cost increase only million Risk assessment of the project: The risks to the overall project Motorcycle Parts factory include: 5.1 Technical issues: Often happens when project design is not complete, lack of thorough research on technical issues such as quality, shop floor thickness, the load of the crane girders, where the tank fire however, the company has hired experienced consulting company implementating design and review thoroughly before and during project implementation 5.2 Financial Issues: Often happens when capital uncertain, risky problems disbursement bottlenecks in the middle The capital for the project is 60% of the owners, 40% of loans, company signed financing commitment with LienViet post bank The risk capital should be overcome completely 5.3 Other types of risk: time, manpower, machinery and construction equipment, space, relations with government and local people, the Board of Directors has established the company matrix analysis and management risks, which analyzes every aspect with the method of 5W2H to review the risks and precautions, plans for prevention 5.4 Calculate the risk of the project progress: we have the following table: Job Relation Optimistic Normal Pessimistic t A a 3.0 B m standard The deviation variance b 0.33 0.11 2.0 0.33 0.11 C A,B 3.0 0.33 0.11 D C 4.0 0.33 0.11 E D 6.0 0.33 0.11 F E 4.8 5 0.17 0.03 G F 6.2 0.50 0.25 H C 19.0 16 19 22 1.00 1.00 I F 5.0 0.33 0.11 J I 4.0 0.33 0.11 K J 6.0 0.33 0.11 Te Standard deviation Time (days) 35.83 28.00 43.00 V 0.81 0.90 33 (3.16) Z 36.00 39 38 37 3.53 2.41 1.30 99.20% 99.98% 90.32% Conclusion: - XS project implementation period under 33 days 0.08% Probability 99.92% ' Probability -time from 33 to 35.83 on a 49.92% Probability project implementation period 39 days 0.02% Probability project implementation time from 36 to 39 days 49.98% + Suppose we must determine the number of days project implementation is 15% probability, probability of the table have the standard normal distribution Z = 1037 Z = (X-Te) / s  X = Z * s + Te = 1,037 * 0.90 + 35.83 = 36.7 days ~ = 37 days I will have some days project implementation corresponds to 15% probability is 37 days Chapter 3: Measures to promote the project to comply with the orbit Management tight budget, saving the cost of the project is not overspending Monitoring progress of combined productivity incentive bonus daily, applied to all project implementation team Establish rapid response team, ready to handle conflicts may occur between the contractor project team, between teams bidding for local people, between the team of contractors for supervision Epilogue: In the framework of a limited individual assignments, student can not describe all the details of the project Thank teacher TS Pham Thi Thu Ha imparted valuable knowledge to this exercise is completed, as well as the actual project implementation later successful THE END  ... volume + Terms of cost: Work B (Procurement of materials) exceeds 55 million spent by the material costs have increased 5% compared to the estimate budget The tasks E, F and H respectively exceeded... assess progress and costs from 17:00 to 18:00 every day between project managers, team leaders and supervisors - The problem arises: Since the project is not implemented yet, should the problem... thickness, the load of the crane girders, where the tank fire however, the company has hired experienced consulting company implementating design and review thoroughly before and during project