华西十二建公司精细化项目管理研究

发布时间：2018-05-28 07:11

本文选题：华西十二建 + 精细化管理　；参考：《电子科技大学》2014年硕士论文

【摘要】：改革开放以来,建筑施工行业经历了一个“野蛮生长”的高速发展时期,其项目管理水平也经历了一个从粗放到规范的过程。如今,当面临着整个国民经济发展进入“第二季”,建筑施工企业再也不能简单地用规模获得市场,必须要树立自身的核心竞争力,而提高项目管理水平无疑是其中最重要的一环。本文在对项目管理中涉及的精细化管理的概念与内涵、理论支撑、运用等方面进行归纳研究基础上,明确提出精细化管理本质上是一个观念的创新,是对现有管理的改进。华西十二建要结合施工项目管理的基本流程和特殊性,深刻认识项目管理水平提升对企业成长乃至转型发展的促进和推动作用。在比较细致地研究目前华西十二建项目精细化管理体系的着眼点、构成细节和实施过程,比如施工组织精细化管理、施工质量精细化管理、施工安全精细化管理、成本控制精细化管理等环节以及施工部署策划、材料与经济策划、工程成本及预算的策划、企业形象策划等基础之上,才能更好地为精细化管理中存在的诸如基础还不够牢固、内容还不够全面、手段还比较落后等问题找到出路。未来,华西十二建应当选择什么样的转型方向,本文提出随着项目成熟度的不断提高,通过管理效率的提升达到提高企业核心竞争力的目的,应当尝试向着精益建造方向发展。精益化管理是项目管理成熟的最高标准和最好体现,这是一个尽量消除所有可能的浪费,将“无效”的时间、产出,变为“有效”的时间、产出,追求建筑施工企业利润的最大化的理想。
[Abstract]:Since the reform and opening up, the construction industry has experienced a period of rapid development of "savage growth", and its project management level has also experienced a process from extensive to standard. Now, as the entire national economy enters the "second quarter," construction enterprises can no longer simply acquire the market with scale, and must set up their own core competitiveness. Improving the level of project management is undoubtedly the most important one. On the basis of the research on the concept and connotation, theoretical support and application of the fine management involved in project management, this paper clearly points out that fine management is essentially an innovation of concept and an improvement to the existing management. According to the basic process and particularity of construction project management in West China, it is necessary to deeply understand the promotion and promotion of project management level to the growth of enterprises and even the development of transformation. In a more detailed study of the focus of the current meticulous management system of the 12 construction projects in West China, the details and the implementation process, such as fine management of construction organization, fine management of construction quality, fine management of construction safety, Only on the basis of detailed cost control and management, construction planning, material and economic planning, engineering cost and budget planning, enterprise image planning, and so on, can the foundation of fine management such as the foundation be not strong enough. Content is not comprehensive enough, the means are still relatively backward and other problems to find a way out. In the future, Western China Twelve Construction should choose what kind of transformation direction. This paper proposes that with the continuous improvement of project maturity, we should try to improve the core competitiveness of enterprises through the improvement of management efficiency, and should try to develop towards lean construction. Lean management is the highest standard and best representation of project management maturity, which is a way to eliminate all possible waste and turn "ineffective" time, output, into "effective" time, output, Pursue the ideal of maximizing the profits of construction enterprises.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.92

【共引文献】