成本精细化管理在东泰项目中的应用研究

发布时间：2018-01-14 03:26

本文关键词：成本精细化管理在东泰项目中的应用研究　出处：《吉林大学》2013年硕士论文　论文类型：学位论文

【摘要】：随着社会的发展和激烈的市场竞争，建筑施工企业的管理需要由原来传统的“粗放型”管理模式向“集约型、精细化”的现代管理模式转型，否则，企业将面临生存危机。当前，我国建筑施工企业面临着严峻的建筑市场形式，存在着各种市场机制还不够健全、建筑行业行为还不够规范的问题，主要表现在：业主单位的行为不够规范，拖欠工程款仍然存在，严重影响生产及社会秩序；建筑施工企业、咨询公司、监理单位、设计院、材料供应商等产业链条不同利益主体都不同程度地存在一些违纪违规违法行为，建筑施工企业为了能中标，盲目压低标价、甚至是低于成本价；各建筑企业内部专业技术人才困乏、内部管理水平低下、管理体制落后；政府主管部门参与农民工管理逐渐加强，工伤亡事故的高额赔偿和农民工工资零拖欠同时存在；随着市场规模的不断扩大，规模经济越来越被少数建筑施工企业而垄断，建筑市场的竞争实质上是垄断竞争；我国企业参与的国际施工企业甚少，国际竞争力不强，真正能走得出去具有一流管理水平的建筑施工企业也很少，国内外市场只有依靠低价中标来占有市场份额，中标利润率非常低，甚至亏本。目前，大多数建筑施工企业越来越意识到，必须依靠中标后通过深化设计、优化方案、减少流程来降低成本，通过细化目标、合理分工、准确定位来消除施工过程中的浪费，只有通过这种精心的组织、细心的差别化的管理来实现差别化的利润。因此当今建筑施工企业必须进行差别化管理，有别于同行其他企业于施工技术、设计优化、工序流程等等为一体的成本精细化管理。另外，与其他行业不同，建筑施工企业的管理重在施工现场，由此建筑施工现场必须实行施工现场的成本精细化管理才能有效益，使施工企业的利润得到大程度的提高，从而增强企业的综合实力和核心竞争力，使企业能高效、持续、健康发展。本文是作者在工程项目精细化管理中的实践经验总结，以一个成功管理案例和另一个失败案例为例，论述了当今施工企业要生存、要盈利，施工项目必须进行成本精细化管理。全文共分5章，第一章项目概况及问题提出，从W公司的现状及严峻的市场下，承接的东泰工程所面临的问题，提出东泰项目必须进行成本精细化管理，在实践中的重点、亮点及创新点。第二章资金成本精细化管理实践，作者从对东泰项目的“资金计划、两算对比、材料成本管理、合同管理”四个方面的管理实践加以论述，本章是作者管理的亮点：两算对比和材料计划、单价管理。第三章人力资源成本精细化管理实践，作者从项目管理机构设置、劳务成本、人性安全成本三个方面实践加以论述，本章是作者管理的创新点：因岗设人和劳务改大包为小包。第四章施工过程中成本精细化管理实践，从施工质量、工期、现场管理、相关方的配合管理等四个方面精细化管理实践，实现了二次经营利润。第五章案例分析，，从一个成功案例和一个失败案例对比论述，企业要持续健康发展，施工项目必须进行成本精细化管理。
[Abstract]:With the development of society and fierce market competition, the management of construction enterprises needs to transform from the traditional extensive management mode to the intensive and meticulous modern management mode, otherwise, enterprises will face the survival crisis.
At present, China's construction enterprises are facing the construction market, there are a variety of market mechanism is not perfect, the construction industry is still not standardized problems, mainly in: employer behavior is not standard, arrears still exist, seriously affecting the production and social order; construction enterprises, consulting firm, supervision units, design Institute, material suppliers and other industrial chain of different stakeholders have different degree of some discipline violations, the construction enterprises in order to win the bid, blindly reduce the price, even lower than the cost price; internal professional and technical personnel in the construction enterprises lack, the low level of internal management, the backward management system; government administration departments involved in the management of migrant workers gradually strengthened, industrial accidents of high compensation and wages of migrant workers exist at the same time with zero default; market size is not Expanding the scale of economy is more and more a few construction enterprises and monopoly, competition of the construction market is monopolistic competition; international construction enterprises of China's enterprises in the little international competitiveness is not strong, can really go out with the first-class management level of construction enterprises rarely, only rely on the domestic market price bid market share and the profit rate is very low, even at a loss.
At present, most of the construction enterprises are increasingly aware that after winning must rely on the deepening of the design, optimization, reduce the flow to reduce costs by refining the goal, a reasonable division of labor, accurate positioning to eliminate waste during construction, only through this elaborate organization, careful profit differentiated management to achieve differentiation therefore the construction enterprises must carry out differentiated management, is different from other peer companies in the construction technology, design optimization, process flow and so on as one of the fine cost management.
In addition, different from other industries, the construction enterprise management on the construction site, the construction site must implement the construction site cost management can benefit, make the construction enterprise profits are greatly improved, so as to enhance the enterprise's comprehensive strength and core competitiveness, so that enterprises can be efficient, continuous, healthy development.
This article is the summary of practical experience of the author in the meticulous management of engineering projects. Taking a successful management case and another failure case as an example, this paper discusses that today's construction enterprises need to make profits in survival and construction projects must carry out cost fine management.
This thesis consists of 5 chapters, the first chapter presents situation and problems of the project, from the current situation of W company and the severe market, undertake the Dongtai engineering problems, the project must be Dongtai fine cost management, focus on practice, highlight and innovation.
The second chapter capital cost management practice, the author from the "Dongtai project fund plan, two is compared, the material cost management, management practice four aspects discusses the management contract", this chapter is the author of the two management highlights: comparison and material planning, cost management.
The third chapter is the meticulous management practice of human resource cost. The author discusses from three aspects of project management organization setup, labor cost and human safety cost. This chapter is the innovation point of author management.
The fourth chapter is the practice of cost fine management in the process of construction. From the four aspects of construction quality, time limit, on-site management and the management of related parties, we refined the management practice and achieved two business profits.
The fifth chapter is the case analysis. From a successful case and a failure case, it is discussed that enterprises must keep healthy development and the cost management of construction projects must be meticulous.

【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：TU723.3

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