本文關(guān)鍵詞：成本精細化管理在東泰項目中的應(yīng)用研究　出處：《吉林大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 施工項目 精細化 成本管理 合同管理 預(yù)算控制

【摘要】：隨著社會的發(fā)展和激烈的市場競爭，建筑施工企業(yè)的管理需要由原來傳統(tǒng)的“粗放型”管理模式向“集約型、精細化”的現(xiàn)代管理模式轉(zhuǎn)型，否則，企業(yè)將面臨生存危機。 當(dāng)前，我國建筑施工企業(yè)面臨著嚴(yán)峻的建筑市場形式，存在著各種市場機制還不夠健全、建筑行業(yè)行為還不夠規(guī)范的問題，主要表現(xiàn)在：業(yè)主單位的行為不夠規(guī)范，拖欠工程款仍然存在，嚴(yán)重影響生產(chǎn)及社會秩序；建筑施工企業(yè)、咨詢公司、監(jiān)理單位、設(shè)計院、材料供應(yīng)商等產(chǎn)業(yè)鏈條不同利益主體都不同程度地存在一些違紀(jì)違規(guī)違法行為，建筑施工企業(yè)為了能中標(biāo)，盲目壓低標(biāo)價、甚至是低于成本價；各建筑企業(yè)內(nèi)部專業(yè)技術(shù)人才困乏、內(nèi)部管理水平低下、管理體制落后；政府主管部門參與農(nóng)民工管理逐漸加強，工傷亡事故的高額賠償和農(nóng)民工工資零拖欠同時存在；隨著市場規(guī)模的不斷擴大，規(guī)模經(jīng)濟越來越被少數(shù)建筑施工企業(yè)而壟斷，建筑市場的競爭實質(zhì)上是壟斷競爭；我國企業(yè)參與的國際施工企業(yè)甚少，國際競爭力不強，真正能走得出去具有一流管理水平的建筑施工企業(yè)也很少，國內(nèi)外市場只有依靠低價中標(biāo)來占有市場份額，中標(biāo)利潤率非常低，甚至虧本。 目前，大多數(shù)建筑施工企業(yè)越來越意識到，必須依靠中標(biāo)后通過深化設(shè)計、優(yōu)化方案、減少流程來降低成本，通過細化目標(biāo)、合理分工、準(zhǔn)確定位來消除施工過程中的浪費，只有通過這種精心的組織、細心的差別化的管理來實現(xiàn)差別化的利潤。因此當(dāng)今建筑施工企業(yè)必須進行差別化管理，有別于同行其他企業(yè)于施工技術(shù)、設(shè)計優(yōu)化、工序流程等等為一體的成本精細化管理。 另外，與其他行業(yè)不同，建筑施工企業(yè)的管理重在施工現(xiàn)場，由此建筑施工現(xiàn)場必須實行施工現(xiàn)場的成本精細化管理才能有效益，使施工企業(yè)的利潤得到大程度的提高，從而增強企業(yè)的綜合實力和核心競爭力，使企業(yè)能高效、持續(xù)、健康發(fā)展。 本文是作者在工程項目精細化管理中的實踐經(jīng)驗總結(jié)，以一個成功管理案例和另一個失敗案例為例，論述了當(dāng)今施工企業(yè)要生存、要盈利，施工項目必須進行成本精細化管理。 全文共分5章，第一章項目概況及問題提出，從W公司的現(xiàn)狀及嚴(yán)峻的市場下，承接的東泰工程所面臨的問題，提出東泰項目必須進行成本精細化管理，在實踐中的重點、亮點及創(chuàng)新點。 第二章資金成本精細化管理實踐，作者從對東泰項目的“資金計劃、兩算對比、材料成本管理、合同管理”四個方面的管理實踐加以論述，本章是作者管理的亮點：兩算對比和材料計劃、單價管理。 第三章人力資源成本精細化管理實踐，作者從項目管理機構(gòu)設(shè)置、勞務(wù)成本、人性安全成本三個方面實踐加以論述，本章是作者管理的創(chuàng)新點：因崗設(shè)人和勞務(wù)改大包為小包。 第四章施工過程中成本精細化管理實踐，從施工質(zhì)量、工期、現(xiàn)場管理、相關(guān)方的配合管理等四個方面精細化管理實踐，實現(xiàn)了二次經(jīng)營利潤。 第五章案例分析，，從一個成功案例和一個失敗案例對比論述，企業(yè)要持續(xù)健康發(fā)展，施工項目必須進行成本精細化管理。
[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.

【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：TU723.3

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本文編號：1421823