發(fā)布時(shí)間：2019-06-24 20:17

【摘要】：目前，我國國民經(jīng)濟(jì)增長總體放緩但增量依舊較大，總體經(jīng)濟(jì)形勢(shì)仍舊較好，國民可支配收入歷年增加，，旅游業(yè)的發(fā)展勢(shì)頭強(qiáng)勁，隨之帶來的是對(duì)于酒店業(yè)的需要，因此酒店業(yè)的發(fā)展將會(huì)迎來一個(gè)新的增長期。 但是，有資料顯示，2010年以來，星級(jí)酒店的盈利處于下滑趨勢(shì)，一線城市酒店市場(chǎng)的經(jīng)營業(yè)績(jī)下滑最為顯著，因此，在經(jīng)營狀況惡化的情況下，酒店如何提高建設(shè)效率，是一個(gè)不得不面對(duì)的問題。 本文在對(duì)國內(nèi)外項(xiàng)目管理、管理標(biāo)準(zhǔn)化等文獻(xiàn)梳理的基礎(chǔ)上，結(jié)合國內(nèi)酒店建設(shè)項(xiàng)目管理標(biāo)準(zhǔn)化的先進(jìn)經(jīng)驗(yàn)，依托WD酒店項(xiàng)目成功經(jīng)驗(yàn)，總結(jié)概述了WD酒店建設(shè)為保證項(xiàng)目如期開業(yè)、實(shí)現(xiàn)建設(shè)效益提高而展開的各階段標(biāo)準(zhǔn)化管理：如在規(guī)劃設(shè)計(jì)階段通過規(guī)劃要點(diǎn)、設(shè)計(jì)要點(diǎn)、設(shè)計(jì)權(quán)責(zé)管理界面、設(shè)計(jì)流程管理等的標(biāo)準(zhǔn)化來把控；在建設(shè)實(shí)施階段，通過合約規(guī)劃、招標(biāo)采購管理、建造標(biāo)準(zhǔn)、樣板間等的標(biāo)準(zhǔn)化來管理；在竣工交付階段，通過驗(yàn)收程序、驗(yàn)收標(biāo)準(zhǔn)、資料管理的標(biāo)準(zhǔn)化來監(jiān)督；在開業(yè)籌備中，通過制定標(biāo)準(zhǔn)化的行動(dòng)手冊(cè)實(shí)現(xiàn)開業(yè)的完美舉行。并且在文章的最后通過標(biāo)準(zhǔn)化實(shí)施前后經(jīng)濟(jì)指標(biāo)的分析，展示了標(biāo)準(zhǔn)化實(shí)施取得的巨大成就。 通過以上分析，明確了WD酒店項(xiàng)目各個(gè)階段從管理和技術(shù)方面標(biāo)準(zhǔn)化實(shí)施的具體內(nèi)容，展示了酒店建設(shè)管理標(biāo)準(zhǔn)化的成功經(jīng)驗(yàn)，為同類項(xiàng)目的開展提供了有力的參考。
[Abstract]:At present, the overall growth of our national economy slows down, but the increment is still large, the overall economic situation is still good, the national disposable income has increased over the years, and the development momentum of tourism is strong, which will bring about the need for the hotel industry, so the development of the hotel industry will usher in a new growth period. However, some data show that since 2010, the profit of star-rated hotels is in a downward trend, and the operating performance of the hotel market in first-tier cities is the most significant decline. Therefore, how to improve the efficiency of hotel construction is a problem that has to be faced with the deterioration of operating conditions. On the basis of combing the literature of project management and management standardization at home and abroad, combined with the advanced experience of domestic hotel construction project management standardization, and relying on the successful experience of WD hotel project, this paper summarizes and summarizes the standardization management of WD hotel construction in each stage in order to ensure the opening of the project on schedule and improve the construction benefit: for example, through the planning points in the planning and design stage, designing the management interface of authority and responsibility, Standardization of design process management to control; In the construction implementation stage, through the contract planning, bidding procurement management, construction standards, template room standardization to manage; in the completion and delivery stage, through acceptance procedures, acceptance standards, data management standardization to supervise; in the opening preparation, through the formulation of standardized action manual to achieve the perfect opening. And at the end of the article, through the analysis of economic indicators before and after the implementation of standardization, the great achievements of standardization implementation are shown. Through the above analysis, this paper clarifies the specific contents of the standardization implementation of WD hotel project from the management and technical aspects, shows the successful experience of hotel construction management standardization, and provides a powerful reference for the development of similar projects.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：TU71

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