摘 要
21 世紀是我國城鎮化建設突飛猛進的時期，建築行業迎來了迅速發展的黃金時代，如今我國每年的新增建築面積達到 16 億~20 億平方米，已經把西方國家的建築同行們遠遠甩在了身後，最新的經濟統計顯示，我國的 GDP 總量位居世界第二，改革開放取得了良好的效果，這就極大的促進了建築行業的發展，我國建築競爭堪稱慘烈，提高自身的硬實力才是競爭的關鍵。建築質量管理的內容包括質量控制、成本控制、工期控制等，同時也包括了工程進度、成本投資、工程預算等控制內容。當前部分建築施工企業對於質量管理工作缺乏足夠的重視，對於實施標準的把握不足，尤其是對於質量成本的管理和控制不當，質量和成本完全是兩個矛盾個體的存在，甚至出現厚此薄彼的現象，從而造成了施工出現了質量問題，造成了建築工程經濟效益低下，也有施工單位對於工程成本控制較嚴，卻沒有強化對於工程環節的監督和控制，造成了其質量遠遠低於工程引數的要求，這完全不符合建築行業要求。當前建築行業之間的在各個方面展開競爭，因此提升質量成為關鍵，只有強化工程質量和成本預算，才能最大限度的加強企業的硬實力，在競爭中出類拔萃。本文共有四部分內容，第一部分內容闡述了開展建築施工企業質量監控與成本控制研究的背景和意義；第二部分闡述質量監控與成本控制的內容、意義以及兩者之間的關係。第三部分則側重於對存在問題的分析，最後一部分則是針對於現實中存在著的問題，提出了相應地優化對策，旨在在建築行業內推行成本質量管理工作，全面升級行業的競爭水平。在結論處，嚴格分析上文中的理論。筆者認為，在整個施工企業的環節中，現場的施工管理是最重要的一環，建築施工企業對建築工程專案的質量和成本的關係缺乏認識。加強現場基礎管理是提高現場管理的重要方式，在施工現場中要協調各個施工因素，尤其是協調人機合作，並維持施工環境的最優化，例如施工單位可以在現場開展 HSE 現象管理機制，把環保、安全、健康作為現象管理的重點，對於現場的施工要素進行科學化管理，做到原材料儲存科學、裝置擺放整齊，使施工人員保持良好的工作習慣。現場的基礎管理應當在 HSE 管理的基礎上進行擴充套件，通過喜愛現場張貼警示標誌和標語，減少現場施工中的安全隱患。此外要優化施工專案的質量管理工作，對於不同階段的施工進行質量和成本監控，保持施工元素的配置合理，並編制全面的設計流程，提高質量和成本工作的有效性。
一方面，許多建築施工企業仍然持有不科學的工作觀念，錯誤的認為高質量必然會造成高成本，忽視了兩者之間的相互作用，此外部分建築企業雖然認識到質量缺陷專案工程會給企業自身造成巨大的損失，但是具體造成多大的損失，建築施工企業並不能肯定，因此在質量監控與控制方面仍然存在盲目性。
隨著我國經濟的發展， 推動了建築行業的蓬勃發展，建築市場出現了供不應求的現象，因此一些建築資質不良的單位也紛紛湧入到市場中，造成了建築行業的整體質量下降。同時我國的建築行業的各項質量硬性要求以及規範制度並不完善，尤其各項法律法規的缺失，造成了建築市場出現了不健康的競爭現象。由於建築行業具有很強地域保護性，市場經濟並不真正適用與建築行業，從而造成了整個建築行業處於封閉的狀態，不能順應時代的發展，提升自我的建築實力。同時由於缺乏公開的競爭，一些資質較差的企業也能順利的進入到市場中，對於實力較強的企業造成了較大的`衝擊，在一定程度上影響了企業開展全面質量管理以及質量成本管理的積極性，甚至一些科學的法律法規都不能順利的推行。
建築質量關係重大，同時成本控制工作決定了企業的發展命運，因此如何協調兩者工作成為重要的課題。隨著建築企業對質量監控和成本控制重視和投入的加強，質量成本管理應運而生，成為協調質量與成本問題的重要途徑。降低經濟投入，提高工作效率，使企業掙到更多的錢是當前企業的關鍵問題，因此要強化會計管理工作，發揮工程預算的功能，為質量成本控制工作提供足夠的資料支撐，阻礙了質量成本管理工作的正常開展，影響了企業在決策中對於效應和費用比的認同程度。隨著建築行業的發展以及管理理念的升級，人們對於質量成本工作提出了更高的要求，同時計算機技術的發展為管理工作提供了良好的工具，提高了工程質量成本管理工作效率。但是通過調查顯示，部分企業在質量成本中的計算機資訊管理水平較低，不能為管理工作的開展提供準確可靠的資訊資源，在無形中增加了質量成本開展的成本。由於當前在建築施工企業中普遍存在著忽視現場管理工作的現象，因此企業要在實現工程質量的同時，優化施工現場的人員和裝置配置，科學安排不同施工部門的施工順序，並按照工期的進度調配施工車輛的現場進入，提高裝置的執行效率。再者領導機構要發揮其宣傳和獎懲作用，改善現場管理工作的延滯性，提高工作人員的現場管理效率。
關鍵詞：
建築施工企業；質量監控；成本控制；現場施工管理；工作效率
Abstract
The 21st century is the period of rapid urbanization construction, constructionindustry ushered in the golden age of rapid development, now our country each yearof the new construction area of 1.6 billion ~ 2 billion square meters, has cast his peersin the west building is far behind, the latest economic statistics show that China'sGDP ranks second in the world, has obtained the good effect of reform andopening-up, this has greatly promoted the development of building industry, ourcountry building competition is brutal, enhances own hard power is the key tocompetition. The content of the construction quality management including qualitycontrol, cost control, schedule control and so on, also including the constructionschedule, cost, investment, project budget control. Current part of the constructionenterprise quality management work for the lack of enough attention, for theunderstanding of the implementation of standards is not enough, especially forimproper management and control of quality cost, quality and cost are twocompletely contradictory individual existence, appear even the phenomenon ofpartiality, thus causing the construction appeared quality problem, the constructionproject economic benefit is low, there is also a construction unit for engineering costcontrol is strict, but not to strengthen the link for the engineering supervision andcontrol, caused its quality is much lower than the requirement of engineeringparameters, it all do not conform to the requirements of the construction industry. Invarious aspects between the current construction industry competition, promotequality becomes the key, therefore, only strengthen the project quality and cost budget,can maximum limit to strengthen the hard power of the enterprise, outstanding in thecompetition. In this paper, a total of four parts, the first part of this paper expoundsthe construction enterprise quality monitoring and cost control research backgroundand significance; The second part expounds the content of the quality control and costcontrol, significance and the relationship between the two. The third part focuses onthe analysis of the problems, the last part is aimed at problems exist in reality, putforward the optimizing countermeasures accordingly, designed to work in the cost ofquality management within the construction industry, a comprehensive upgrade ofindustry competition level. In conclusion, the strict analysis of the above theory. Theauthor thinks that, in the construction enterprises in the link, the scene of theconstruction management is the most important one annulus, construction enterprisesare building a lack of awareness to the relationship between the quality and cost ofthe project. To strengthen the basic management is an important way to improve thesite management, to coordinate the various construction factors in the constructionsite, especially to coordinate the man-machine cooperation, and maintain theoptimization of the construction environment, such as construction units can be on thescene to carry out the phenomenon of HSE management system, the health, safetyand environmental protection as a phenomenon of management and scientificmanagement for the on-site construction elements, neat do raw material storage,scientific equipment, make the construction personnel to keep good work habits. Thebasis of site management shall be conducted on the basis of HSE managementextension, through love site posted warning signs and banners, reduce potential safetyhazard in the site construction. In addition to optimize construction project qualitymanagement, quality and cost control for the various stages of construction, keep theconstruction element configuration is reasonable, and the design of thecomprehensive process, improve the effectiveness of the quality and cost.
On the one hand, many construction enterprises still hold unscientific work ideas,mistakenly believe that high quality will cause high cost, ignore the interactionbetween the two, and some construction enterprises although realize projectengineering quality defects may cause huge losses to the enterprise itself, but thespecific how much loss, construction enterprises and not sure, so still exists blindnessin quality monitoring and control.
Along with our country economy development, promote the vigorousdevelopment of construction industry, construction market appear the phenomenon ofthe shortage, so some bad construction qualification units also flocked to the market,caused the overall decline in the quality of the construction the same time,the quality requirement of the construction industry in our country and the standardsystem is not perfect, especially the lack of laws and regulations, the constructionmarket appear the phenomenon of unhealthy competition. Due to the constructionindustry has a strong regional protection, market economy does not really apply to theconstruction industry, resulting in the construction industry is in a state of closed,can't conform to the development of The Times, enhance the construction of selfstrength. At the same time because of the lack of open competition, the enterprise cansmoothly with a few poorer qualification into the market, to the stronger enterprisecaused a larger impact, to a certain extent, affect the enterprise to carry out totalquality management and quality cost management's enthusiasm, and even somescientific can smooth the implementation of laws and regulations.
Construction quality matter, at the same time, the cost control work fate decidedthe enterprise's development, so how to coordinate the two work become a importanttopic. As building enterprise attention to quality control and cost control andinvestment, strengthening the quality cost management arises at the historic moment,become an important way to coordinate quality and cost issues. Reduce economicinvestment, improve the work efficiency, make the enterprise to make more money isthe key problem of an enterprise, so must strengthen the accounting management,exert the function of the project budget, work for the quality cost control to provideenough data to support, hinder the normal work of the quality cost management, theinfluence to the enterprise in decision-making for the effect and cost than the degreeof identity. With the development of the construction industry as well as updating themanagement idea, people put forward higher requirements for the quality cost work,at the same time, the development of computer technology provides a good tool formanagement, improve the quality of engineering cost management work efficiency.
But through the survey, some enterprises in the low level of computer informationmanagement of quality cost, not for the work of management to provide accurate andreliable information resources, in virtually increased the cost of quality cost to carryout. Due to the current generally exists in construction enterprises ignore thephenomenon of site management work, so enterprises should at the same time in therealization of engineering quality, optimize the construction site personnel andequipment configuration, scientific arrangement of different construction departmentconstruction order, and in accordance with the deployment of the construction vehiclefield into the time limit for a project's progress, improve equipment efficiency.
Moreover lead organization to give play to the role of its propaganda and rewards andpunishment, improve the management work of delay, improve the efficiency of staffon-site management.
Key words:
construction enterprises; Quality control; The cost control; Site constructionmanagement; The work efficiency
目 錄
第 1 章 緒 論
1.1 選題目的及意義
1.2 國內外有關質量監控與成本控制研究的三階段
1.3 國內外有關質量監控與成本控制研究的新進展
1.3.1 有關企業
1.3.2 外部性問題與質量成本
1.3.3 廣義質量成本的概念
1.3.4 質量收入理論
第 2 章 現場管理現狀及問題分析
2.1 現場管理概況
2.1.1 施工生產線現狀描述
2.1.2 施工生產產品介紹
2.1.3 施工工藝簡介
2.1.4 XX 公司的優劣分析
2.2 推進改善方法的必要性分析
2.3 現場改善的總體方案
2.3.1 現場改善方法體系
2.3.2 建築企業完善施工專案施工階段的質量控制技術創新
2.4 現場管理改善
第 3 章 現場改善主要方法及應用
3.1 質量管控理論基礎
3.2 持續改善的基礎工作
3.2.1 現場 5S 管理
3.2.2 標準化操作
3.3 專案標準化管理的形成流程
3.4 專案標準化管理的實施
3.4.1 在管理制度標準化方面
3.4.2 在人員配備標準化方面
3.4.3 強化培訓，提高專業素質
3.4.4 在現場管理標準化方面
3.4.5 打造樣板工程
第 4 章 質量監控和成本控制相關現場管理
4.1 質量監控和成本控制概述
4.1.1 質量監控概述
4.1.2 成本控制概述
4.2 建築施工企業面臨的問題
4.2.1 質量監控面臨的問題
4.2.2 成本控制方面面臨的問題
第 5 章 建築施工企業質量監控和成本控制的關係及其問題
5.1 質量監控和成本控制的關係
5.2 強化企業現場管理的對策
5.2.1 提高現場管理的意識
5.2.2 生產自動化和標準化的控制
第 6 章 協調建築施工企業質量監控和成本控制不平衡關係的對策
6.1 協調質量監控和成本控制關係的對策
6.1.1 強化工程專案的質量管理，加強工程成本控制意識
6.1.2 制定質量、成本最優的標準值
6.1.3 為了提升實效性，要積極的運用科學技術
6.1.4 成本和和質量的目標
6.2 協調質量監控與成本管理二者關係的成功案例
結 論
參考文獻
後記和致謝