Y公司施工现场管理改进策略应用研究-土木工程.docVIP

摘　要 PAGE V 摘　要 近几年来，国家对房地产行业进行不断调控，导致建筑施工企业的竞争越来越激烈，使得他们的收益越来越低。而施工现场管理是施工企业的重要的环节，所以公司要想在竞争中获得胜利，就必须加强施工现场的管理，降低工程成本，争取利润最大化。 我通过在Y公司的一个项目中实习，了解该项目和公司的一个基本概况，发现他们公司的项目在施工现场管理出现了一些的问题。一是项目施工现场管理相对比较混乱，工地现场上的材料随处推放，并且没有标示，还有员工的工作效率也不高。二是该项目的工程质量出现问题，许多剪力墙出现蜂窝洞和呈S型，板面目测不平整等问题。三是进度出现前期工期缓慢，后期在抢工期，没有合理的安排好工期。四是工程成本超支，现场材料管理的不完善，施工现场管理的一个技术水平不高，导致项目成本超过预期的成本，没有得到应有的利润。针对这些问题提出以下改进措施： 一是通过加强6S管理的运用，提高员工的工作效率，保持办公室的整洁和施工现场的干净，能够提升企业的形象，提高企业的竞争力。二是加强PDCA循环原理的应用，来改进工程的质量，三检制度就是提高工程质量的一个有效制度。通过这两个施工现场的改进措施，能够解决该公司在施工现场管理中出现的问题，得出这两个改进措施是可行的施工现场改进策略。 关键词:6S管理 PDCA循环 现场管理 ａｂｓｔｒａｃｔ Abstract In recent years, the state has continuously regulated the real estate industry, resulting in more and more fierce competition among construction enterprises, making their income lower and lower. Construction site management is an vital part of construction enterprises. Suppose the company wants to win in the competition, it must intensify the management of the construction site, decrease project costs, and Seek maximum profit. I learned a basic overview of the project and the company through my internship in a project at Company Y, and found some problems with the management of the companys project at the construction site. First, the construction site management of the project is relatively confusing, materials on the site are pushed and placed everywhere, and there is no marking, and the work efficiency of employees is not high. next, there are certain problems in the quality of engineering projects. Many shear walls have Honeycomb holes and S-shaped, and the surface of the board is not smooth. The third is that the progress of the early stage of the construction period is slow, and the later period is in the rush period. There is no reasonable arrangement for the construction period. Fourth, the project cost is overrun and the on-site material management is imperfect, and the technical level of the construction site management is not high, resulting in the project cost exceeding