Jinmingyu Construction Group needs to keep pace with the high-quality development of Weiye Group. In the work practice, I deeply realize that it is necessary to take the three steps of construction period, project quality and standardized management, strengthen the sense of responsibility, consolidate the main responsibility and carry out the implementation without any gap.
Formulate practical time limit, pay close attention to project quality and safety production is our primary task now. In the process of monthly inspection this month, we found that some projects have imperfect systems, and the construction period management plan needs to be further scientific and strengthened in combination with the actual situation. To ensure the construction of the project in strict accordance with the established construction period, to ensure the completion of the project on time while doing a good job in construction quality and safety.
For example, the project management of the shuhe ancient Road project was delayed. The fire pool was not completed five months after the project was changed. The reason is that the site management personnel did not strictly implement the construction schedule management, rationally planned the construction schedule, the branch manager did not timely dispatch, ignored the construction situation inspection report; The overall progress of Yuyuan Huating C district is relatively slow, which is due to the ideological neglect of the project manager, the weak execution force and the lax sense of organization and discipline of the project team. The progress plan and construction plan are not in place. The management lacks experience, cannot allocate human and material resources reasonably, does not compare the actual construction situation with the construction plan in time, dynamically adjusts the construction plan in time, corrects the progress deviation, thus cannot meet the requirements of the construction period.
In view of the existing problems, we require immediate rectification. Meanwhile, we communicate and coordinate with the project manager to make a reasonable plan, mobilize the whole project department to achieve joint cooperation, and actively learn from the advanced experience and methods of genting International Phase III project, which has better schedule management, quality management and safety management.
Combined with corporate culture, we sum up and think. Our project management, the key to do a good job of two management and two innovation: strengthen on-site management, create enterprise reputation; Strengthen cost management and create economic benefits. Every project manager must bear in mind that the life and death of real estate development enterprises depends on the construction period, and the success or failure depends on the quality. Must be clear about the daily interest, cost and benefit of the project, always pay attention to the construction progress, quality safety and construction safety, fully implement the main responsibility.
In the construction of construction engineering, people are most concerned about the overall cost of the building and the quality of the project, in order to take both into account, to do a good job in the construction period management is the key. Only practical, scientific and reasonable construction period, construction can be completed in time, reduce unnecessary cost expenditure, can not ignore the quality and safety problems in the pursuit of construction period.
Next, we must investigate the site, materials, personnel and other aspects before construction, and work out a reasonable construction period. Prepare good construction organization design and emergency plan, construction according to plan. Strengthen the management personnel to deal with the emergency level and ability, to ensure that the occurrence of extreme weather and emergency does not affect the construction schedule and quality. And ensure that not due to the blind pursuit of time limit regardless of construction quality and safety, so that time limit and quality, safety at the same time, to create enterprise credibility, increase economic benefits.
To combine responsibilities, rights and responsibilities and carry them out to the letter is the guarantee to ensure the implementation of tasks. We have made it clear that corporate leaders are mainly concerned with how to do things efficiently, middle-level leaders should learn to do things correctly, and managers at the grass-roots level should tell employees how to do things well. All levels must assume their responsibilities, perform their duties in accordance with the rules, and be adept at turning pressure into motivation rather than helplessness. We will resolutely put an end to acts of dereliction of duty and incompetence involving irresponsibility, abuse of power, and failure to take responsibility.
It is often said that nothing can be accomplished without rules. The development of enterprises can not be separated from rules and regulations, but also need standardized management. The leader takes the head, the staff has the momentum, only the leader sets an example, strictly observes the organization discipline, dares to take responsibility, can drive the managers of different levels and all the staff to jump down to work.
In connection with the actual work of the group, we found that the organization and discipline of the construction Group have been lax, and the management mode of some managers needs to be strengthened. For example, the manager of the sixth branch did not timely point out and respond to problems, and did not timely implement the tasks assigned at the meeting. The supervision of the shuhe ancient Road project was weak and the rectification speed was slow. It took two months to reply to the rectification issued by the supervision station, and the fire pool was not completed in half a year. This is not only the responsibility of the branch manager, but also the responsibility of the site leader, or the responsibility of the whole group. Management personnel at all levels need to strengthen communication and coordination, so that problems can be reported in time and suggestions can be put forward.
At the same time, we also found that Wang Fangyong, the manager of the first branch, set an example, strictly implemented the shift system, often inspected and guided each project, found problems and issued rectification notices in time. This month, the progress of each project of the first branch was faster than last month, and the quality was much better. Branch managers take the lead, and project managers are working hard. For example, Wang Dandan, the project manager of Dashao Community, could deliver the rectification delivered by the company on time, and the rectification was accurate and inadequate. The whole project management staff cooperated with each other, took the initiative to work overtime, and assumed their responsibilities. With mutual cooperation and concerted efforts, the construction progress, quality and safety were greatly improved.
Through positive and negative two examples, we had a discussion over and over again to discuss and find root cause, with responsibility, bear, as the management personnel, both corporate leadership and company manager or project manager, should do plan, set goals, do everyone at any time, any post should be seriously takes office, take responsibility for their own responsibility, Do your fair share of work. Problems must be timely response to the superior leadership, no matter when, the inspection can not be a cursory glance, to go deep into the reality, find problems to solve the problem. Managers at all levels should bear in mind that only by being strict with themselves, being responsible and performing their duties according to the rules can they manage the people below and improve their work efficiency.
