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建筑施工企業(yè)質(zhì)量管控問題分析論文
摘 要
21 世紀(jì)是我國城鎮(zhèn)化建設(shè)突飛猛進(jìn)的時(shí)期，建筑行業(yè)迎來了迅速發(fā)展的黃金時(shí)代，如今我國每年的新增建筑面積達(dá)到 16 億~20 億平方米，已經(jīng)把西方國家的建筑同行們遠(yuǎn)遠(yuǎn)甩在了身后，最新的經(jīng)濟(jì)統(tǒng)計(jì)顯示，我國的 GDP 總量位居世界第二，改革開放取得了良好的效果，這就極大的促進(jìn)了建筑行業(yè)的發(fā)展，我國建筑競爭堪稱慘烈，提高自身的硬實(shí)力才是競爭的關(guān)鍵。建筑質(zhì)量管理的內(nèi)容包括質(zhì)量控制、成本控制、工期控制等，同時(shí)也包括了工程進(jìn)度、成本投資、工程預(yù)算等控制內(nèi)容。當(dāng)前部分建筑施工企業(yè)對于質(zhì)量管理工作缺乏足夠的重視，對于實(shí)施標(biāo)準(zhǔn)的把握不足，尤其是對于質(zhì)量成本的管理和控制不當(dāng)，質(zhì)量和成本完全是兩個(gè)矛盾個(gè)體的存在，甚至出現(xiàn)厚此薄彼的現(xiàn)象，從而造成了施工出現(xiàn)了質(zhì)量問題，造成了建筑工程經(jīng)濟(jì)效益低下，也有施工單位對于工程成本控制較嚴(yán)，卻沒有強(qiáng)化對于工程環(huán)節(jié)的監(jiān)督和控制，造成了其質(zhì)量遠(yuǎn)遠(yuǎn)低于工程參數(shù)的要求，這完全不符合建筑行業(yè)要求。當(dāng)前建筑行業(yè)之間的在各個(gè)方面展開競爭，因此提升質(zhì)量成為關(guān)鍵，只有強(qiáng)化工程質(zhì)量和成本預(yù)算，才能最大限度的加強(qiáng)企業(yè)的硬實(shí)力，在競爭中出類拔萃。本文共有四部分內(nèi)容，第一部分內(nèi)容闡述了開展建筑施工企業(yè)質(zhì)量監(jiān)控與成本控制研究的背景和意義；第二部分闡述質(zhì)量監(jiān)控與成本控制的內(nèi)容、意義以及兩者之間的關(guān)系。第三部分則側(cè)重于對存在問題的分析，最后一部分則是針對于現(xiàn)實(shí)中存在著的問題，提出了相應(yīng)地優(yōu)化對策，旨在在建筑行業(yè)內(nèi)推行成本質(zhì)量管理工作，全面升級行業(yè)的競爭水平。在結(jié)論處，嚴(yán)格分析上文中的理論。筆者認(rèn)為，在整個(gè)施工企業(yè)的環(huán)節(jié)中，現(xiàn)場的施工管理是最重要的一環(huán)，建筑施工企業(yè)對建筑工程項(xiàng)目的質(zhì)量和成本的關(guān)系缺乏認(rèn)識(shí)。加強(qiáng)現(xiàn)場基礎(chǔ)管理是提高現(xiàn)場管理的重要方式，在施工現(xiàn)場中要協(xié)調(diào)各個(gè)施工因素，尤其是協(xié)調(diào)人機(jī)合作，并維持施工環(huán)境的最優(yōu)化，例如施工單位可以在現(xiàn)場開展 HSE 現(xiàn)象管理機(jī)制，把環(huán)保、安全、健康作為現(xiàn)象管理的重點(diǎn)，對于現(xiàn)場的施工要素進(jìn)行科學(xué)化管理，做到原材料存儲(chǔ)科學(xué)、設(shè)備擺放整齊，使施工人員保持良好的工作習(xí)慣�，F(xiàn)場的基礎(chǔ)管理應(yīng)當(dāng)在 HSE 管理的基礎(chǔ)上進(jìn)行擴(kuò)展，通過喜愛現(xiàn)場張貼警示標(biāo)志和標(biāo)語，減少現(xiàn)場施工中的安全隱患。此外要優(yōu)化施工項(xiàng)目的質(zhì)量管理工作，對于不同階段的施工進(jìn)行質(zhì)量和成本監(jiān)控，保持施工元素的配置合理，并編制全面的設(shè)計(jì)流程，提高質(zhì)量和成本工作的有效性。
一方面，許多建筑施工企業(yè)仍然持有不科學(xué)的工作觀念，錯(cuò)誤的認(rèn)為高質(zhì)量必然會(huì)造成高成本，忽視了兩者之間的相互作用，此外部分建筑企業(yè)雖然認(rèn)識(shí)到質(zhì)量缺陷項(xiàng)目工程會(huì)給企業(yè)自身造成巨大的損失，但是具體造成多大的損失，建筑施工企業(yè)并不能肯定，因此在質(zhì)量監(jiān)控與控制方面仍然存在盲目性。
隨著我國經(jīng)濟(jì)的發(fā)展， 推動(dòng)了建筑行業(yè)的蓬勃發(fā)展，建筑市場出現(xiàn)了供不應(yīng)求的現(xiàn)象，因此一些建筑資質(zhì)不良的單位也紛紛涌入到市場中，造成了建筑行業(yè)的整體質(zhì)量下降。同時(shí)我國的建筑行業(yè)的各項(xiàng)質(zhì)量硬性要求以及規(guī)范制度并不完善，尤其各項(xiàng)法律法規(guī)的缺失，造成了建筑市場出現(xiàn)了不健康的競爭現(xiàn)象。由于建筑行業(yè)具有很強(qiáng)地域保護(hù)性，市場經(jīng)濟(jì)并不真正適用與建筑行業(yè)，從而造成了整個(gè)建筑行業(yè)處于封閉的狀態(tài)，不能順應(yīng)時(shí)代的發(fā)展，提升自我的建筑實(shí)力。同時(shí)由于缺乏公開的競爭，一些資質(zhì)較差的企業(yè)也能順利的進(jìn)入到市場中，對于實(shí)力較強(qiáng)的企業(yè)造成了較大的沖擊，在一定程度上影響了企業(yè)開展全面質(zhì)量管理以及質(zhì)量成本管理的積極性，甚至一些科學(xué)的法律法規(guī)都不能順利的推行。
建筑質(zhì)量關(guān)系重大，同時(shí)成本控制工作決定了企業(yè)的發(fā)展命運(yùn)，因此如何協(xié)調(diào)兩者工作成為重要的課題。隨著建筑企業(yè)對質(zhì)量監(jiān)控和成本控制重視和投入的加強(qiáng)，質(zhì)量成本管理應(yīng)運(yùn)而生，成為協(xié)調(diào)質(zhì)量與成本問題的重要途徑。降低經(jīng)濟(jì)投入，提高工作效率，使企業(yè)掙到更多的錢是當(dāng)前企業(yè)的關(guān)鍵問題，因此要強(qiáng)化會(huì)計(jì)管理工作，發(fā)揮工程預(yù)算的功能，為質(zhì)量成本控制工作提供足夠的數(shù)據(jù)支撐，阻礙了質(zhì)量成本管理工作的正常開展，影響了企業(yè)在決策中對于效應(yīng)和費(fèi)用比的認(rèn)同程度。隨著建筑行業(yè)的發(fā)展以及管理理念的升級，人們對于質(zhì)量成本工作提出了更高的要求，同時(shí)計(jì)算機(jī)技術(shù)的發(fā)展為管理工作提供了良好的工具，提高了工程質(zhì)量成本管理工作效率。但是通過調(diào)查顯示，部分企業(yè)在質(zhì)量成本中的計(jì)算機(jī)信息管理水平較低，不能為管理工作的開展提供準(zhǔn)確可靠的信息資源，在無形中增加了質(zhì)量成本開展的成本。由于當(dāng)前在建筑施工企業(yè)中普遍存在著忽視現(xiàn)場管理工作的現(xiàn)象，因此企業(yè)要在實(shí)現(xiàn)工程質(zhì)量的同時(shí)，優(yōu)化施工現(xiàn)場的人員和設(shè)備配置，科學(xué)安排不同施工部門的施工順序，并按照工期的進(jìn)度調(diào)配施工車輛的現(xiàn)場進(jìn)入，提高設(shè)備的運(yùn)行效率。再者領(lǐng)導(dǎo)機(jī)構(gòu)要發(fā)揮其宣傳和獎(jiǎng)懲作用，改善現(xiàn)場管理工作的延滯性，提高工作人員的現(xiàn)場管理效率。
關(guān)鍵詞：
建筑施工企業(yè)；質(zhì)量監(jiān)控；成本控制；現(xiàn)場施工管理；工作效率
Abstract
The 21st century is the period of rapid urbanization construction, constructionindustry ushered in the golden age of rapid development, now our country each yearof the new construction area of 1.6 billion ~ 2 billion square meters, has cast his peersin the west building is far behind, the latest economic statistics show that China'sGDP ranks second in the world, has obtained the good effect of reform andopening-up, this has greatly promoted the development of building industry, ourcountry building competition is brutal, enhances own hard power is the key tocompetition. The content of the construction quality management including qualitycontrol, cost control, schedule control and so on, also including the constructionschedule, cost, investment, project budget control. Current part of the constructionenterprise quality management work for the lack of enough attention, for theunderstanding of the implementation of standards is not enough, especially forimproper management and control of quality cost, quality and cost are twocompletely contradictory individual existence, appear even the phenomenon ofpartiality, thus causing the construction appeared quality problem, the constructionproject economic benefit is low, there is also a construction unit for engineering costcontrol is strict, but not to strengthen the link for the engineering supervision andcontrol, caused its quality is much lower than the requirement of engineeringparameters, it all do not conform to the requirements of the construction industry. Invarious aspects between the current construction industry competition, promotequality becomes the key, therefore, only strengthen the project quality and cost budget,can maximum limit to strengthen the hard power of the enterprise, outstanding in thecompetition. In this paper, a total of four parts, the first part of this paper expoundsthe construction enterprise quality monitoring and cost control research backgroundand significance; The second part expounds the content of the quality control and costcontrol, significance and the relationship between the two. The third part focuses onthe analysis of the problems, the last part is aimed at problems exist in reality, putforward the optimizing countermeasures accordingly, designed to work in the cost ofquality management within the construction industry, a comprehensive upgrade ofindustry competition level. In conclusion, the strict analysis of the above theory. Theauthor thinks that, in the construction enterprises in the link, the scene of theconstruction management is the most important one annulus, construction enterprisesare building a lack of awareness to the relationship between the quality and cost ofthe project. To strengthen the basic management is an important way to improve thesite management, to coordinate the various construction factors in the constructionsite, especially to coordinate the man-machine cooperation, and maintain theoptimization of the construction environment, such as construction units can be on thescene to carry out the phenomenon of HSE management system, the health, safetyand environmental protection as a phenomenon of management and scientificmanagement for the on-site construction elements, neat do raw material storage,scientific equipment, make the construction personnel to keep good work habits. Thebasis of site management shall be conducted on the basis of HSE managementextension, through love site posted warning signs and banners, reduce potential safetyhazard in the site construction. In addition to optimize construction project qualitymanagement, quality and cost control for the various stages of construction, keep theconstruction element configuration is reasonable, and the design of thecomprehensive process, improve the effectiveness of the quality and cost.
On the one hand, many construction enterprises still hold unscientific work ideas,mistakenly believe that high quality will cause high cost, ignore the interactionbetween the two, and some construction enterprises although realize projectengineering quality defects may cause huge losses to the enterprise itself, but thespecific how much loss, construction enterprises and not sure, so still exists blindnessin quality monitoring and control.
Along with our country economy development, promote the vigorousdevelopment of construction industry, construction market appear the phenomenon ofthe shortage, so some bad construction qualification units also flocked to the market,caused the overall decline in the quality of the construction industry.At the same time,the quality requirement of the construction industry in our country and the standardsystem is not perfect, especially the lack of laws and regulations, the constructionmarket appear the phenomenon of unhealthy competition. Due to the constructionindustry has a strong regional protection, market economy does not really apply to theconstruction industry, resulting in the construction industry is in a state of closed,can't conform to the development of The Times, enhance the construction of selfstrength. At the same time because of the lack of open competition, the enterprise cansmoothly with a few poorer qualification into the market, to the stronger enterprisecaused a larger impact, to a certain extent, affect the enterprise to carry out totalquality management and quality cost management's enthusiasm, and even somescientific can smooth the implementation of laws and regulations.
Construction quality matter, at the same time, the cost control work fate decidedthe enterprise's development, so how to coordinate the two work become a importanttopic. As building enterprise attention to quality control and cost control andinvestment, strengthening the quality cost management arises at the historic moment,become an important way to coordinate quality and cost issues. Reduce economicinvestment, improve the work efficiency, make the enterprise to make more money isthe key problem of an enterprise, so must strengthen the accounting management,exert the function of the project budget, work for the quality cost control to provideenough data to support, hinder the normal work of the quality cost management, theinfluence to the enterprise in decision-making for the effect and cost than the degreeof identity. With the development of the construction industry as well as updating themanagement idea, people put forward higher requirements for the quality cost work,at the same time, the development of computer technology provides a good tool formanagement, improve the quality of engineering cost management work efficiency.
But through the survey, some enterprises in the low level of computer informationmanagement of quality cost, not for the work of management to provide accurate andreliable information resources, in virtually increased the cost of quality cost to carryout. Due to the current generally exists in construction enterprises ignore thephenomenon of site management work, so enterprises should at the same time in therealization of engineering quality, optimize the construction site personnel andequipment configuration, scientific arrangement of different construction departmentconstruction order, and in accordance with the deployment of the construction vehiclefield into the time limit for a project's progress, improve equipment efficiency.
Moreover lead organization to give play to the role of its propaganda and rewards andpunishment, improve the management work of delay, improve the efficiency of staffon-site management.
Key words:
construction enterprises; Quality control; The cost control; Site constructionmanagement; The work efficiency
目 錄
第 1 章 緒 論
1.1 選題目的及意義
1.2 國內(nèi)外有關(guān)質(zhì)量監(jiān)控與成本控制研究的三階段
1.3 國內(nèi)外有關(guān)質(zhì)量監(jiān)控與成本控制研究的新進(jìn)展
1.3.1 有關(guān)企業(yè)
1.3.2 外部性問題與質(zhì)量成本
1.3.3 廣義質(zhì)量成本的概念
1.3.4 質(zhì)量收入理論
第 2 章 現(xiàn)場管理現(xiàn)狀及問題分析
2.1 現(xiàn)場管理概況
2.1.1 施工生產(chǎn)線現(xiàn)狀描述
2.1.2 施工生產(chǎn)產(chǎn)品介紹
2.1.3 施工工藝簡介
2.1.4 XX 公司的優(yōu)劣分析
2.2 推進(jìn)改善方法的必要性分析
2.3 現(xiàn)場改善的總體方案
2.3.1 現(xiàn)場改善方法體系
2.3.2 建筑企業(yè)完善施工項(xiàng)目施工階段的質(zhì)量控制技術(shù)創(chuàng)新
2.4 現(xiàn)場管理改善
第 3 章 現(xiàn)場改善主要方法及應(yīng)用
3.1 質(zhì)量管控理論基礎(chǔ)
3.2 持續(xù)改善的基礎(chǔ)工作
3.2.1 現(xiàn)場 5S 管理
3.2.2 標(biāo)準(zhǔn)化操作
3.3 項(xiàng)目標(biāo)準(zhǔn)化管理的形成流程
3.4 項(xiàng)目標(biāo)準(zhǔn)化管理的實(shí)施
3.4.1 在管理制度標(biāo)準(zhǔn)化方面
3.4.2 在人員配備標(biāo)準(zhǔn)化方面
3.4.3 強(qiáng)化培訓(xùn)，提高專業(yè)素質(zhì)
3.4.4 在現(xiàn)場管理標(biāo)準(zhǔn)化方面
3.4.5 打造樣板工程
第 4 章 質(zhì)量監(jiān)控和成本控制相關(guān)現(xiàn)場管理
4.1 質(zhì)量監(jiān)控和成本控制概述
4.1.1 質(zhì)量監(jiān)控概述
4.1.2 成本控制概述
4.2 建筑施工企業(yè)面臨的問題
4.2.1 質(zhì)量監(jiān)控面臨的問題
4.2.2 成本控制方面面臨的問題
第 5 章 建筑施工企業(yè)質(zhì)量監(jiān)控和成本控制的關(guān)系及其問題
5.1 質(zhì)量監(jiān)控和成本控制的關(guān)系
5.2 強(qiáng)化企業(yè)現(xiàn)場管理的對策
5.2.1 提高現(xiàn)場管理的意識(shí)
5.2.2 生產(chǎn)自動(dòng)化和標(biāo)準(zhǔn)化的控制
第 6 章 協(xié)調(diào)建筑施工企業(yè)質(zhì)量監(jiān)控和成本控制不平衡關(guān)系的對策
6.1 協(xié)調(diào)質(zhì)量監(jiān)控和成本控制關(guān)系的對策
6.1.1 強(qiáng)化工程項(xiàng)目的質(zhì)量管理，加強(qiáng)工程成本控制意識(shí)
6.1.2 制定質(zhì)量、成本最優(yōu)的標(biāo)準(zhǔn)值
6.1.3 為了提升實(shí)效性，要積極的運(yùn)用科學(xué)技術(shù)
6.1.4 成本和和質(zhì)量的目標(biāo)
6.2 協(xié)調(diào)質(zhì)量監(jiān)控與成本管理二者關(guān)系的成功案例
結(jié) 論
參考文獻(xiàn)
后記和致謝
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