【摘要】：隨著城市化進(jìn)程的不斷深入,我國房地產(chǎn)建設(shè)持續(xù)升溫,為了搶占市場,促進(jìn)資金迅速回籠,開發(fā)商在工程實施方面亂象頻生。工程實施的混亂伴隨而來的則是產(chǎn)品質(zhì)量的低劣和品牌的損害,隨著房地產(chǎn)銷售的競爭加劇,品質(zhì)無疑成為左右天秤平衡的砝碼。萬科、龍湖地產(chǎn)在質(zhì)量管理方面是行業(yè)的領(lǐng)跑者,而作為幾乎同時起步的KB房地產(chǎn)公司由于戰(zhàn)略及決策原因、管理上不能做到與時俱進(jìn),質(zhì)量管理缺乏精耕細(xì)作,近年來在質(zhì)量管理上無所建樹。2011年七省新聞媒體同時曝光其質(zhì)量問題,被一度卷入“質(zhì)量門”,譽為“問題大王”,一時將該公司推向媒體的風(fēng)口浪尖。如何解決公司的管理瓶頸,如何提升品牌意識,如何打造出優(yōu)秀的產(chǎn)品品質(zhì),成為KB公司迫切需要解決的問題。 本論文基于KB公司目前房地產(chǎn)項目的質(zhì)量管理現(xiàn)狀,首先通過對KB集團(tuán)管控模式、質(zhì)量管理體系、質(zhì)量目標(biāo)及愿景、制度執(zhí)行等系統(tǒng)性的因素進(jìn)行分析,找出系統(tǒng)管理的不足。其次,以全面質(zhì)量管理理論為指導(dǎo),利用相關(guān)工具對管理數(shù)據(jù)進(jìn)行對比分析,發(fā)現(xiàn)問題存在的主要癥結(jié)及薄弱環(huán)節(jié)。最后在借鑒國內(nèi)標(biāo)桿公司成功質(zhì)量管理的基礎(chǔ)上,采取PDCA質(zhì)量改進(jìn)模式,提出KB公司在項目實施、質(zhì)量監(jiān)控及績效,組織制度及文化方面的改進(jìn)及保障措施。此外,還要求在企業(yè)內(nèi)部建立起互動型的質(zhì)量管理環(huán)境,定期監(jiān)督與考核,不斷提升KB集團(tuán)房地產(chǎn)項目質(zhì)量管理水平。本論文重視從實際中去發(fā)現(xiàn)問題、分析問題,從而找到解決問題的方法。同時,也希望此論文能為其它類似性質(zhì)的房地產(chǎn)公司提供管理上的借鑒作用。
[Abstract]:With the continuous deepening of urbanization, the construction of real estate in China continues to heat up, in order to seize the market, promote the rapid return of funds, developers in the implementation of the project frequent chaos. The confusion of project implementation is accompanied by poor product quality and brand damage. As the competition of real estate sales intensifies, quality undoubtedly becomes the balance of balance between right and right scales. Vanke, Longhu Real Estate is the leader of the industry in quality management, and KB Real Estate Company, which started almost at the same time, is unable to keep pace with the times in management because of strategic and decision-making reasons, and the quality management lacks intensive cultivation. In recent years, there has been no success in quality management. In 2011, seven provincial news media exposed their quality problems at the same time, and were once involved in the "quality door", known as the "king of problems", pushing the company to the forefront of the media for the time being. How to solve the bottleneck of company management, how to promote brand awareness, how to create excellent product quality, has become an urgent problem to be solved by KB Company. Based on the present situation of the real estate project quality management in KB Company, this paper firstly analyzes the systematic factors such as the control mode, the quality management system, the quality goal and the vision, the system execution and so on in KB Group, and finds out the deficiency of the system management. Secondly, guided by the theory of total quality management, the main crux and weakness of the problem are found by comparing and analyzing the management data with related tools. Finally, on the basis of the successful quality management of domestic benchmarking company, adopting the PDCA quality improvement mode, this paper puts forward the improvement and safeguard measures of KB company in the aspects of project implementation, quality control and performance, organizational system and culture. In addition, it also requires the establishment of an interactive quality management environment within the enterprise, regular supervision and assessment, and the continuous improvement of the quality management level of the real estate projects of the KB Group. In this paper, we focus on finding problems and analyzing them in practice, so as to find solutions to them. At the same time, it is hoped that this paper can provide reference for other real estate companies of similar nature.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F299.23

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