国家重大科技基础设施运行管理的改进方法与实践 ——以EAST全超导托卡马克核聚变实验装置为例

Management Improvement Methods and Practices of the National Major Scientific and Technological Infrastructure: A Case Study of Experimental Advanced Superconducting Tokamak

摘要:

中国科学院合肥物质科学研究院等离子体物理研究所先后建成中国第一个圆截面超导托卡马克核聚变实验装置，以及世界上第一个非圆截面全超导托卡马克核聚变实验装置（EAST）。为持续改进EAST的运行管理，从顶层设计、组织实施和评估评价等方面分析EAST管理实践的有关探索与创新，具体包括：建立所领导、物理与实验运行部至一级系统的三级管理体系，能够更好围绕成果产出进行统一规划和分级管理；基于“计划－实施－检查－行动（PDCA)”管理理论，形成覆盖EAST运行周期的全过程管理机制；通过国内外评估制定设施中长期、近期计划，设置物理与实验运行部，负责主导EAST装置运行计划与目标的制定。另外，根据设施构成、结合运行需求设置一级系统，起用青年骨干担任负责人，分解任务、明确责任；同时，加强设施运行评估，部署实施系列改进举措，如优化基础研究组织模式和管理方式，创新国际合作模式等。根据EAST运行管理经验，对中国重大科技基础设施的运行和管理提出优化科研组织模式、完善管理方法、建设大科学工程团队、加强开放与合作等对策建议。

Abstract:

At present, China has made great achievements in the construction of major scientific and technological infrastructure. However, there is still a certain gap with the world-class infrastructure in operation management. The operation efficiency, whole process management method in the operation stage, and the post-evaluation management need to be further improved and optimized. In the "National Major Science and Technology Infrastructure Construction Medium and Long-term Plan (2012-2030)" issued by the State Council, it is clearly proposed to improve the management system of the national major scientific and technological infrastructures, including to standardize and promote the construction, optimize the operation and management, formulate management methods that conform to the characteristics and development laws of infrastructures, strengthen the operation evaluation, and improve the operation efficiency of major scientific and technological infrastructures. Thus, further research on the constructive strategies for scientific and efficient operation management based on the practical experiences is of great significance. The Institute of Plasma Physics of Hefei Institute of Physical Science, Chinese Academy of Sciences (ASIPP) has built China's first regular Superconducting Tokamak (HT-7) and the world's first non-circular Experimental Advanced Superconducting Tokamak (EAST). To improve the management of EAST continually, this paper analyzes the exploration and innovation practice of the EAST from three aspects: top-level design, experimental organization, and evaluation. The three-level management system has been established from the leadership, the physics and experimental operation department (PEOP) to the first-level system, so as to implement unified plan and hierarchical management for promoting the outputs. In accordance with the management theory of "Plan-Do-Check-Act", the whole process management mechanism covering the EAST operation cycle has been formed. Specially, the medium- and long-term plans of EAST is formulated via domestic evaluation and international evaluation and the PEOP is responsible for leading the EAST operation plan and target formulation. Based on the composition of facilities and combined with the operation needs, the ASIPP set up a first-level system and used young backbone as the person in charge, decomposing tasks and clarifying responsibilities. The evaluation of EAST operation has been strengthened, and a series of improvement measures such as optimizing the organization and management of basic research and innovating international cooperation models have been applied. According to the experience of the EAST, countermeasures and suggestions for the management and development of national major scientific and technological infrastructures were provided, such as optimizing the scientific research organization model, improving management methods, strengthening team building, enhancing worldwide openness and cooperation.