本文選題：房地產(chǎn)企業(yè) + 6S管理��； 參考：《華中科技大學(xué)》2013年碩士論文

【摘要】：近年來(lái)政府對(duì)房地產(chǎn)市場(chǎng)的調(diào)控決心越來(lái)越強(qiáng)，在激烈的市場(chǎng)競(jìng)爭(zhēng)之下地產(chǎn)公司紛紛提高企業(yè)的管理方法，力求控制成本、提高質(zhì)量，提高企業(yè)的利潤(rùn)率。 6S管理模式由5S延伸而來(lái)，該管理模式在多個(gè)行業(yè)得到了研究和應(yīng)用，然而在建筑業(yè)的研究非常少，目前并未在房地產(chǎn)公司得到研究和應(yīng)用。6S管理通過(guò)整理、整頓、清掃、清潔、素養(yǎng)和安全6個(gè)階段，為企業(yè)營(yíng)造舒適、優(yōu)雅、安全的工作的環(huán)境，能夠提高地產(chǎn)企業(yè)的工作效率，降低工程成本，并塑造良好的企業(yè)形象，，是NC公司其他管理方法的基石。 本文闡述了6S管理在房地產(chǎn)業(yè)應(yīng)用的必要性和6S管理理論和常用工具，如目視化管理、線條管理和標(biāo)識(shí)管理，并嘗試將6S與地產(chǎn)企業(yè)特征結(jié)合。針對(duì)國(guó)內(nèi)龍頭房地產(chǎn)企業(yè)分公司NC房地產(chǎn)公司的現(xiàn)狀，制定出了NC公司實(shí)施6S管理的步驟，主要通過(guò)PDCA循環(huán)不斷提高企業(yè)6S管理水平，并編制出辦公區(qū)域和施工現(xiàn)場(chǎng)推進(jìn)6S管理的具體內(nèi)容。最后應(yīng)用知行轉(zhuǎn)換理論闡述了房地產(chǎn)企業(yè)推進(jìn)6S過(guò)程中存在的障礙，針對(duì)各個(gè)障礙提出了合理的解決措施：構(gòu)建合理的6S管理知識(shí)傳播體系和績(jī)效考核體系，同時(shí)建議6S實(shí)施過(guò)程中需要引入屬地管理、有感領(lǐng)導(dǎo)和選定樣板區(qū)域等管理方法。 本文將6S管理理論與房地產(chǎn)企業(yè)實(shí)際相結(jié)合，為NC公司辦公區(qū)域和現(xiàn)場(chǎng)管理提供了參考，以提高地產(chǎn)企業(yè)工程質(zhì)量、降低成本、朔造企業(yè)形象，為地產(chǎn)企業(yè)推進(jìn)6S管理提供了理論依據(jù)。
[Abstract]:In recent years, the government is determined to control the real estate market more and more strongly. Under the fierce market competition, the real estate companies improve the management methods of the enterprises one after another, and strive to control the cost, improve the quality and improve the profit rate of the enterprises. 6S management model is extended from 5S, this management model has been studied and applied in many industries, but the research in the construction industry is very few. At present, it has not been studied and applied in the real estate company by sorting, rectifying, cleaning up. Clean, quality and safety six stages, for enterprises to create a comfortable, elegant and safe working environment, can improve the efficiency of real estate enterprises, reduce project costs, and create a good corporate image, It is the cornerstone of other management methods of NC Company. This paper expounds the necessity of the application of 6S management in the real estate industry, the theory of 6S management and common tools, such as visual management, line management and logo management, and tries to combine 6S with the characteristics of real estate enterprises. In view of the present situation of NC real estate company, a branch of domestic leading real estate enterprise, the steps of implementing 6S management in NC company are worked out, and the management level of 6S enterprise is improved continuously through PDCA cycle. And work out the office area and construction site to promote the specific content of 6 S management. Finally, using the theory of knowledge and action transformation, this paper expounds the obstacles existing in the process of promoting 6S in real estate enterprises, and puts forward some reasonable solutions to these obstacles: constructing a reasonable 6S management knowledge dissemination system and performance appraisal system. At the same time, it is suggested that we should introduce some management methods, such as territorial management, sensible leadership and sample area selection in the implementation of 6S. This paper combines the 6S management theory with the real estate enterprise practice, provides the reference for the NC company office area and the spot management, in order to raise the real estate enterprise engineering quality, reduces the cost, the renewal enterprise image, It provides theoretical basis for real estate enterprises to promote 6 S management.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272;F299.23

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