本文關(guān)鍵詞： JQ項(xiàng)目 分包管理 流程優(yōu)化 進(jìn)度管理 安全管理　出處：《吉林大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：建筑業(yè)是國(guó)民經(jīng)濟(jì)的一大支柱產(chǎn)業(yè),就業(yè)容量大,產(chǎn)業(yè)關(guān)聯(lián)度高,全社會(huì)50%以上固定資產(chǎn)投資是通過(guò)建筑業(yè)形成新的生產(chǎn)能力或使用價(jià)值。建筑業(yè)的競(jìng)爭(zhēng)力在很大程度上影響并決定著我國(guó)經(jīng)濟(jì)增長(zhǎng)方式的轉(zhuǎn)變和未來(lái)國(guó)民經(jīng)濟(jì)整體發(fā)展的速度與質(zhì)量。隨著科技的突飛猛進(jìn)及建筑施工的多種需求,建筑施工行業(yè)單由某一企業(yè)獨(dú)立完成項(xiàng)目建設(shè)已難實(shí)現(xiàn),而是由多專(zhuān)業(yè)施工企業(yè)協(xié)同組織建設(shè)的施工模式得到普遍應(yīng)用,建筑行業(yè)已經(jīng)形成由總承包、專(zhuān)業(yè)分包構(gòu)成的生產(chǎn)活動(dòng)。然而因?yàn)闃I(yè)內(nèi)制度的不完善、施工企業(yè)自身重視不足和項(xiàng)目參建各方利益等因素,傳統(tǒng)的總分包施工模式存在很多問(wèn)題。總承包單位對(duì)分包管理松懈,以包代管,對(duì)制定分包商的放任及矛盾沖突等此類(lèi)弊病在建設(shè)項(xiàng)目中時(shí)有發(fā)生,分包管理不當(dāng)導(dǎo)致影響建設(shè)項(xiàng)目安全、質(zhì)量、進(jìn)度、成本等問(wèn)題屢見(jiàn)不鮮。面對(duì)當(dāng)前激烈的建筑市場(chǎng)競(jìng)爭(zhēng),建筑規(guī)模與日俱增和建筑施工體系走向?qū)I(yè)化,建筑施工企業(yè)想要立足于市場(chǎng),采取工程分包得到強(qiáng)強(qiáng)聯(lián)合、專(zhuān)業(yè)的人干專(zhuān)業(yè)的事。為此本課題以JQ商住小區(qū)項(xiàng)目為例,對(duì)該項(xiàng)目的分包管理流程進(jìn)行了深入研究。本文研究思路為理論概述、普遍問(wèn)題解析、實(shí)際案例分析、提出優(yōu)化方案建議、結(jié)論與展望。課題主要采用實(shí)際案例為依據(jù),通過(guò)本人在案例中的親身經(jīng)歷,對(duì)JQ商住小區(qū)項(xiàng)目的分包管理業(yè)務(wù)進(jìn)行深入研究,從而有針對(duì)性的提出合理方案,建立起ST集團(tuán)完善的分包管理優(yōu)化流程方案。具體的研究過(guò)程為首先查閱了大量資料并確立了課題的研究?jī)?nèi)容以及研究方法。重點(diǎn)研究了建筑工程概念、定位;以及分包管理相關(guān)理論;然后論述了施工總承包與分包之間的矛盾關(guān)系,從中分析出目前分包商自身施工過(guò)程存在的種種問(wèn)題,如施工進(jìn)度管理不到位、施工質(zhì)量管控不嚴(yán)格、施工安全管理不充分以及分包單位管理人員分配問(wèn)題等等。之后從總體流程方面、質(zhì)量管理方面、安全管理方面、進(jìn)度管理方面、資金管理方面以及人員配置方面進(jìn)行了流程設(shè)計(jì)。最后將此方案投入到實(shí)際的項(xiàng)目施工中,從而保證了JQ項(xiàng)目分包管理的合理性、規(guī)范性。本文研究的意義是針對(duì)現(xiàn)階段分包管理制度的不完善,通過(guò)案例分析加以完善優(yōu)化,加強(qiáng)企業(yè)的項(xiàng)目分包管理理論,避免分包管理不善帶來(lái)的不良影響,為企業(yè)項(xiàng)目分包管理良性發(fā)展奠定堅(jiān)實(shí)的基礎(chǔ)。
[Abstract]:The construction industry is a pillar industry of the national economy, the employment capacity is large, the industrial correlation is high. The fixed asset investment of over 50% in the whole society is to form new productive capacity or use value through the construction industry. The competitiveness of the construction industry to a great extent influences and determines the transformation of the mode of economic growth and the national economy in the future. The speed and quality of the overall development. With the rapid development of science and technology and the construction of a variety of needs. It is difficult to complete the project construction by a single enterprise alone in the construction industry, but the construction mode, which is organized by multi-professional construction enterprises, has been widely used, and the construction industry has been formed by the general contract. However, due to the imperfection of the system in the industry, the construction enterprises themselves pay less attention to the factors such as the interests of all parties involved in the project. There are many problems in the traditional general subcontracting construction mode. The general contracting units relax the management of the subcontracting, take charge of the subcontractors, allow the subcontractors to set up the subcontractors, and the contradictions and conflicts occur from time to time in the construction projects. Improper subcontract management has caused many problems, such as safety, quality, schedule, cost, etc. In the face of the fierce competition in the construction market, the scale of construction is increasing day by day and the construction system is becoming more and more specialized. Construction enterprises want to base themselves on the market, take the project subcontracting to get strong and strong union, professional people do professional work. For this purpose, the JQ commercial and residential district project as an example. The research ideas of this paper are theoretical overview, general problem analysis, practical case analysis, and put forward the proposal of optimization scheme. Conclusion and prospects. The subject mainly uses actual cases as the basis, through my own personal experience in the case, JQ residential and commercial subcontract management business in-depth study. In order to put forward a reasonable plan. Set up St group perfect subcontract management optimization process. The specific research process for the first to consult a large number of materials and establish the subject of research content and research methods. Focus on the concept of construction engineering. Positioning; And the theory of subcontracting management; Then it discusses the contradictory relationship between general construction contract and subcontracting, and analyzes the problems existing in the construction process of subcontractors themselves, such as construction schedule management is not in place, construction quality control is not strict. Construction safety management is inadequate and sub-unit management personnel allocation and so on. Then from the overall process, quality management, safety management, progress management. Fund management and staffing aspects of the process design. Finally, the project will be put into the actual project construction, so as to ensure the rationality of JQ project subcontract management. The significance of this study is to improve and optimize the subcontracting management system through case analysis and strengthen the theory of project subcontracting management. Avoid the adverse effects of poor subcontracting management, and lay a solid foundation for the sound development of enterprise project subcontracting management.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：TU71

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