摘 要
21 世纪是我国城镇化建设突飞猛进的时期，建筑行业迎来了迅速发展的黄金时代，如今我国每年的新增建筑面积达到 16 亿~20 亿平方米，已经把西方国家的建筑同行们远远甩在了身后，最新的经济统计显示，我国的 GDP 总量位居世界第二，改革开放取得了良好的效果，这就极大的促进了建筑行业的发展，我国建筑竞争堪称惨烈，提高自身的硬实力才是竞争的关键。建筑质量管理的内容包括质量控制、成本控制、工期控制等，同时也包括了工程进度、成本投资、工程预算等控制内容。当前部分建筑施工企业对于质量管理工作缺乏足够的重视，对于实施标准的把握不足，尤其是对于质量成本的管理和控制不当，质量和成本完全是两个矛盾个体的存在，甚至出现厚此薄彼的现象，从而造成了施工出现了质量问题，造成了建筑工程经济效益低下，也有施工单位对于工程成本控制较严，却没有强化对于工程环节的监督和控制，造成了其质量远远低于工程参数的要求，这完全不符合建筑行业要求。当前建筑行业之间的在各个方面展开竞争，因此提升质量成为关键，只有强化工程质量和成本预算，才能最大限度的加强企业的硬实力，在竞争中出类拔萃。本文共有四部分内容，第一部分内容阐述了开展建筑施工企业质量监控与成本控制研究的背景和意义；第二部分阐述质量监控与成本控制的内容、意义以及两者之间的关系。第三部分则侧重于对存在问题的分析，最后一部分则是针对于现实中存在着的问题，提出了相应地优化对策，旨在在建筑行业内推行成本质量管理工作，全面升级行业的竞争水平。在结论处，严格分析上文中的理论。笔者认为，在整个施工企业的环节中，现场的施工管理是最重要的一环，建筑施工企业对建筑工程项目的质量和成本的关系缺乏认识。加强现场基础管理是提高现场管理的重要方式，在施工现场中要协调各个施工因素，尤其是协调人机合作，并维持施工环境的最优化，例如施工单位可以在现场开展 HSE 现象管理机制，把环保、安全、健康作为现象管理的重点，对于现场的施工要素进行科学化管理，做到原材料存储科学、设备摆放整齐，使施工人员保持良好的工作习惯。现场的基础管理应当在 HSE 管理的基础上进行扩展，通过喜爱现场张贴警示标志和标语，减少现场施工中的安全隐患。此外要优化施工项目的质量管理工作，对于不同阶段的施工进行质量和成本监控，保持施工元素的配置合理，并编制全面的设计流程，提高质量和成本工作的有效性。
一方面，许多建筑施工企业仍然持有不科学的工作观念，错误的认为高质量必然会造成高成本，忽视了两者之间的相互作用，此外部分建筑企业虽然认识到质量缺陷项目工程会给企业自身造成巨大的损失，但是具体造成多大的损失，建筑施工企业并不能肯定，因此在质量监控与控制方面仍然存在盲目性。
随着我国经济的发展， 推动了建筑行业的蓬勃发展，建筑市场出现了供不应求的现象，因此一些建筑资质不良的单位也纷纷涌入到市场中，造成了建筑行业的整体质量下降。同时我国的建筑行业的各项质量硬性要求以及规范制度并不完善，尤其各项法律法规的缺失，造成了建筑市场出现了不健康的竞争现象。由于建筑行业具有很强地域保护性，市场经济并不真正适用与建筑行业，从而造成了整个建筑行业处于封闭的状态，不能顺应时代的发展，提升自我的建筑实力。同时由于缺乏公开的竞争，一些资质较差的企业也能顺利的进入到市场中，对于实力较强的企业造成了较大的冲击，在一定程度上影响了企业开展全面质量管理以及质量成本管理的积极性，甚至一些科学的法律法规都不能顺利的推行。
建筑质量关系重大，同时成本控制工作决定了企业的发展命运，因此如何协调两者工作成为重要的课题。随着建筑企业对质量监控和成本控制重视和投入的加强，质量成本管理应运而生，成为协调质量与成本问题的重要途径。降低经济投入，提高工作效率，使企业挣到更多的钱是当前企业的关键问题，因此要强化会计管理工作，发挥工程预算的功能，为质量成本控制工作提供足够的数据支撑，阻碍了质量成本管理工作的正常开展，影响了企业在决策中对于效应和费用比的认同程度。随着建筑行业的发展以及管理理念的升级，人们对于质量成本工作提出了更高的要求，同时计算机技术的发展为管理工作提供了良好的工具，提高了工程质量成本管理工作效率。但是通过调查显示，部分企业在质量成本中的计算机信息管理水平较低，不能为管理工作的开展提供准确可靠的信息资源，在无形中增加了质量成本开展的成本。由于当前在建筑施工企业中普遍存在着忽视现场管理工作的现象，因此企业要在实现工程质量的同时，优化施工现场的人员和设备配置，科学安排不同施工部门的施工顺序，并按照工期的进度调配施工车辆的现场进入，提高设备的运行效率。再者领导机构要发挥其宣传和奖惩作用，改善现场管理工作的延滞性，提高工作人员的现场管理效率。
关键词：
建筑施工企业；质量监控；成本控制；现场施工管理；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 industry.At 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 录
第 1 章 绪 论
1.1 选题目的及意义
1.2 国内外有关质量监控与成本控制研究的三阶段
1.3 国内外有关质量监控与成本控制研究的新进展
1.3.1 有关企业
1.3.2 外部性问题与质量成本
1.3.3 广义质量成本的概念
1.3.4 质量收入理论
第 2 章 现场管理现状及问题分析
2.1 现场管理概况
2.1.1 施工生产线现状描述
2.1.2 施工生产产品介绍
2.1.3 施工工艺简介
2.1.4 XX 公司的优劣分析
2.2 推进改善方法的必要性分析
2.3 现场改善的总体方案
2.3.1 现场改善方法体系
2.3.2 建筑企业完善施工项目施工阶段的质量控制技术创新
2.4 现场管理改善
第 3 章 现场改善主要方法及应用
3.1 质量管控理论基础
3.2 持续改善的基础工作
3.2.1 现场 5S 管理
3.2.2 标准化操作
3.3 项目标准化管理的形成流程
3.4 项目标准化管理的实施
3.4.1 在管理制度标准化方面
3.4.2 在人员配备标准化方面
3.4.3 强化培训，提高专业素质
3.4.4 在现场管理标准化方面
3.4.5 打造样板工程
第 4 章 质量监控和成本控制相关现场管理
4.1 质量监控和成本控制概述
4.1.1 质量监控概述
4.1.2 成本控制概述
4.2 建筑施工企业面临的问题
4.2.1 质量监控面临的问题
4.2.2 成本控制方面面临的问题
第 5 章 建筑施工企业质量监控和成本控制的关系及其问题
5.1 质量监控和成本控制的关系
5.2 强化企业现场管理的对策
5.2.1 提高现场管理的意识
5.2.2 生产自动化和标准化的控制
第 6 章 协调建筑施工企业质量监控和成本控制不平衡关系的对策
6.1 协调质量监控和成本控制关系的对策
6.1.1 强化工程项目的质量管理，加强工程成本控制意识
6.1.2 制定质量、成本最优的标准值
6.1.3 为了提升实效性，要积极的运用科学技术
6.1.4 成本和和质量的目标
6.2 协调质量监控与成本管理二者关系的成功案例
结 论
参考文献
后记和致谢
