长输管道建设项目HSE风险一体化管理模式  

Integrated HSE-Risk Management Mode of Long Distance Transmission Pipeline Construction Projects

作　　者：郭臣[1,2] 易树平[1] 高庆萱[1] 李健 徐玲[1] 

机构地区：[1]重庆大学机械学院工业工程系,重庆400030 [2]中石油西部管道有限责任公司,乌鲁木齐730012

出　　处：《工业工程与管理》2009年第5期129-134,共6页Industrial Engineering and Management

基　　金：国家自然科学基金资助项目(70871127);重庆市自然基金重点资助项目(CSTC2006BA2033)

摘　　要：针对长输管道建设项目中由于条块分割造成的HSE标准不一、流程分割等问题,提出了包含组织、流程、绩效管理的长输管道建设项目HSE风险一体化管理模式。对组织管理,采用招投标方式组织PMC和EPC单位,并以合同和协调管理手册明确各自的职责职能;对流程管理,以合同、协调管理手册规定各单位的管理界面和流程;对绩效管理,建立PMT、PMC、EPC一体化的HSE绩效管理体系来约束和提高工程建设单位的HSE管理;对HSE体系文件,以PMT的HSE要求为基准,PMC、EPC分别制定相关体系文件,形成一体化的HSE管理体系。该管理模式应用于西部管道工程项目,其实施效果证明了该模式的可行性。As to the problems caused by the division of construction units, such as non- uniform HSE standards,process division etc. , integrated HSE-risk management of long distance transmission pipeline construction projects was studied, which contained organization, process and performance management. In organization management,bidding was applied to organize PMC and EPC, contract and coordination management manual were used to clear the functional responsibility of units. In process management, the management interfaces and processes were prescribed in contract and coordination management manual. In performance management, PMT- PMC-EPC integrated HSE performance management system was established to restrict and improve the HSE management of the units. In HSE system files, the HSE requirement of PMT was used as benchmark,relative system files were developed by PMC and EPC to got integrated HSE management system. This mode was applied in the Western Pipeline Project, the feasibility of the mode was proved through the effect of application.

关 键 词：长输管道工程 HSE风险 一体化管理模式 

分 类 号：F270.7[经济管理—企业管理] X937[经济管理—国民经济]