【摘要】：城市綜合體的巨大體量與強(qiáng)大的使用功能給工程建設(shè)者提出了越來(lái)越高的要求,對(duì)質(zhì)量精益化管理、降本增效的要求越來(lái)越迫切。成都銀泰中心項(xiàng)目是一個(gè)典型的大型城市商業(yè)綜合體,其創(chuàng)天府杯及魯班獎(jiǎng)的質(zhì)量目標(biāo),對(duì)于施工總承包單位的質(zhì)量管控能力提出了極高的要求。如何加強(qiáng)質(zhì)量管理,以工作質(zhì)量提升現(xiàn)場(chǎng)實(shí)體質(zhì)量,是每一個(gè)項(xiàng)目管理者必須面對(duì)的課題。本論文針對(duì)上述問(wèn)題,以銀泰中心項(xiàng)目建設(shè)中的建筑質(zhì)量管理為研究對(duì)象,在深入分析全面質(zhì)量管理與精益化管理理論的基礎(chǔ)上,對(duì)成都銀泰中心項(xiàng)目的質(zhì)量管理進(jìn)行了詳盡的探討與研究,提出了相應(yīng)的質(zhì)量管理改進(jìn)措施。其主要內(nèi)容為:1.研究項(xiàng)目的質(zhì)量管理體系,提出了大型城市綜合項(xiàng)目的組織管理架構(gòu)由職能式轉(zhuǎn)變?yōu)榫仃囀?使項(xiàng)目管理鏈條更為清晰,責(zé)任劃分更為明確。2.研究項(xiàng)目三全質(zhì)量管理,提出了全員、全過(guò)程、全方位質(zhì)量管理的根本是人,要把提升人員素質(zhì)放在項(xiàng)目質(zhì)量管理的首要位置。3.研究項(xiàng)目過(guò)程控制的方法與手段,結(jié)合事前、事中、事后質(zhì)量控制的內(nèi)容,對(duì)施工各階段的質(zhì)量控制與管理提出了相應(yīng)的標(biāo)準(zhǔn)與辦法。4.研究工程質(zhì)量的精益管理,通過(guò)推廣5S理念,提升管理團(tuán)隊(duì)的素質(zhì)與執(zhí)行力;通過(guò)管理標(biāo)準(zhǔn)化與信息化的融合,促進(jìn)項(xiàng)目管理的精細(xì)化;通過(guò)雙優(yōu)化與降本增效,實(shí)現(xiàn)由生產(chǎn)精細(xì)化向管理精益化的跨越。其主要結(jié)論為:1城市綜合體項(xiàng)目的質(zhì)量管理是一個(gè)艱巨而復(fù)雜的任務(wù),其管理成敗的關(guān)鍵在人,項(xiàng)目管理團(tuán)隊(duì)要著重于提高管理者與操作人員素質(zhì),不斷通過(guò)質(zhì)量教育與培訓(xùn),提高對(duì)過(guò)程質(zhì)量精品的認(rèn)識(shí),從而更精細(xì)地進(jìn)行管理與操作,打造精品過(guò)程,實(shí)現(xiàn)對(duì)讓顧客滿意,對(duì)業(yè)主超值服務(wù)的承諾。2.建筑工程向更高更深空間發(fā)展,對(duì)企業(yè)的科技創(chuàng)新能力,管理綜合集成能力提出了更高的要求,施工企業(yè)要立足于市場(chǎng)競(jìng)爭(zhēng)潮頭,只有不斷優(yōu)化項(xiàng)目管理手段,以標(biāo)準(zhǔn)化管理為抓手,以科技創(chuàng)新創(chuàng)效為支撐,以信息化管理為依托,以過(guò)硬的質(zhì)量管理為基礎(chǔ),通過(guò)精益管理、價(jià)值創(chuàng)造,為社會(huì)建造更多的精品工程。
[Abstract]:The huge volume and powerful function of urban complex put forward higher and higher requirements for the builders of the project. It is more and more urgent to reduce the cost and increase the efficiency of the quality lean management and reduce the cost and increase the efficiency. Chengdu Yintai Center Project is a typical large-scale city commercial complex, which creates the quality target of Tianfu Cup and Luban Award, and puts forward a very high requirement for the quality control ability of the construction contracting unit. How to strengthen the quality management and improve the field physical quality by the work quality is the subject that every project manager must face. Aiming at the above problems, this paper takes the construction quality management of Yintai Center project as the research object, on the basis of in-depth analysis of the theory of total quality management and lean management, In this paper, the quality management of Chengdu Yintai Center project is discussed and studied in detail, and the corresponding improvement measures of quality management are put forward. Its main contents are: 1. This paper studies the quality management system of the project, and puts forward the transformation of the organization and management structure of the large-scale city comprehensive project from the functional type to the matrix type, which makes the project management chain clearer and the division of responsibilities more clear. Research project three total quality management, put forward the whole staff, the whole process, omni-directional quality management is the root of the people, we should improve the quality of personnel in the project quality management in the first place. This paper studies the methods and means of project process control, combining with the content of quality control before, during and after the project, puts forward the corresponding standards and methods for the quality control and management in each stage of construction. 4. Study the lean management of engineering quality, promote the quality and execution of the management team by popularizing the idea of 5S, promote the fine management of the project through the integration of management standardization and informatization and promote the refinement of the project management through the integration of management standardization and information. Through double optimization and reducing cost and increasing efficiency, the leapfrogging from fine production to lean management can be realized. The main conclusions are as follows: (1) the quality management of urban complex project is a difficult and complex task, and the key to the success or failure of the project management lies in people. The project management team should focus on improving the quality of managers and operators. Continuously through quality education and training, improve the understanding of the quality of the process, so as to manage and operate more meticulously, create the process of fine goods, realize the promise to satisfy customers and overvalue service to the owner. 2. The construction engineering develops to higher and deeper space, puts forward the higher request to the enterprise's science and technology innovation ability, the management comprehensive integration ability, the construction enterprise wants to be based on the market competition tide, only continuously optimizes the project management means, With standardized management as the starting point, scientific and technological innovation as the support, information management as the basis, on the basis of the excellent quality management, through lean management, value creation, to build more high-quality projects for the society.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：TU712.3

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