中文字幕人妻被公上司喝醉在线_午夜天堂一区人妻_亚洲国产精品成人久久_欧美性猛交

集團公司(si)西(xi)安(an)污水(shui)處理廠(chang)項(xiang)(xiang)目(mu)(mu)合同價分別(bie)為1763萬元(yuan)、4277萬元(yuan)，主要工(gong)(gong)程量為玻璃(li)鋼(gang)管(guan)(guan)和(he)玻璃(li)鋼(gang)蓋板(ban)制作(zuo)、安(an)裝(zhuang)，總工(gong)(gong)期為90天，建設單位為西(xi)安(an)市水(shui)務局，本(ben)項(xiang)(xiang)目(mu)(mu)工(gong)(gong)期緊(jin)、任務重。自股份公司(si)推行工(gong)(gong)程項(xiang)(xiang)目(mu)(mu)精細化(hua)管(guan)(guan)理工(gong)(gong)作(zuo)以(yi)來(lai)，項(xiang)(xiang)目(mu)(mu)部按照股份公司(si)和(he)集團公司(si)的(de)部署(shu)要求認真組(zu)織學習宣貫，公司(si)精細化(hua)管(guan)(guan)理督導組(zu)到(dao)項(xiang)(xiang)目(mu)(mu)部給全體員工(gong)(gong)進(jin)行深層次的(de)指導和(he)培訓(xun)，有(you)力(li)(li)促進(jin)了項(xiang)(xiang)目(mu)(mu)推進(jin)精細化(hua)管(guan)(guan)理各項(xiang)(xiang)工(gong)(gong)作(zuo)，在項(xiang)(xiang)目(mu)(mu)成(cheng)本(ben)管(guan)(guan)控，提(ti)高(gao)項(xiang)(xiang)目(mu)(mu)管(guan)(guan)理水(shui)平和(he)盈利(li)能力(li)(li)方面，發揮了積極作(zuo)用。

一、加強制度(du)建設(she)，建立健全項目各(ge)項規(gui)章制度(du)。

為(wei)了(le)(le)規(gui)(gui)范項(xiang)(xiang)(xiang)目(mu)日常管理(li)(li)工(gong)作(zuo)(zuo)，項(xiang)(xiang)(xiang)目(mu)部(bu)制(zhi)定出臺(tai)了(le)(le)一(yi)系列規(gui)(gui)章制(zhi)度(du)(du)，涵蓋施(shi)工(gong)技術(shu)管理(li)(li)、安全文明施(shi)工(gong)管理(li)(li)、物資設備管理(li)(li)、成本合(he)(he)同管理(li)(li)、財務管理(li)(li)、綜合(he)(he)管理(li)(li)等內(nei)容，將各(ge)(ge)部(bu)門(men)的(de)各(ge)(ge)項(xiang)(xiang)(xiang)職責細(xi)化(hua)(hua)(hua)，落實到(dao)人，使每一(yi)個(ge)員(yuan)工(gong)對自己的(de)工(gong)作(zuo)(zuo)有了(le)(le)更加(jia)系統化(hua)(hua)(hua)的(de)認識，責任也更加(jia)明確(que)。同時，項(xiang)(xiang)(xiang)目(mu)部(bu)制(zhi)定了(le)(le)績效考核辦法，把各(ge)(ge)項(xiang)(xiang)(xiang)制(zhi)度(du)(du)的(de)落實與個(ge)人工(gong)資收(shou)入掛鉤，確(que)保了(le)(le)項(xiang)(xiang)(xiang)目(mu)部(bu)各(ge)(ge)項(xiang)(xiang)(xiang)制(zhi)度(du)(du)的(de)有效性(xing)和可(ke)行性(xing)。工(gong)程項(xiang)(xiang)(xiang)目(mu)精細(xi)化(hua)(hua)(hua)管理(li)(li)工(gong)作(zuo)(zuo)啟(qi)動(dong)后，項(xiang)(xiang)(xiang)目(mu)部(bu)按要求(qiu)立(li)即(ji)成立(li)了(le)(le)以項(xiang)(xiang)(xiang)目(mu)經理(li)(li)、書記為(wei)組(zu)長的(de)項(xiang)(xiang)(xiang)目(mu)精細(xi)化(hua)(hua)(hua)管理(li)(li)領導(dao)小組(zu)，出臺(tai)相關制(zhi)度(du)(du)辦法并組(zu)織員(yuan)工(gong)專門(men)進行學習，把精細(xi)化(hua)(hua)(hua)管理(li)(li)的(de)意(yi)識根植于(yu)每一(yi)個(ge)人。

二、加強技術管(guan)理，用科(ke)學的方(fang)法降低成本。

技(ji)(ji)術工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)作(zuo)(zuo)為龍頭，管理的(de)(de)好壞直接關(guan)系(xi)到(dao)項目成(cheng)(cheng)本和經濟效(xiao)益。在(zai)項目開工(gong)(gong)(gong)(gong)(gong)(gong)前，項目部(bu)(bu)及時(shi)組織工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)技(ji)(ji)術人員(yuan)熟悉圖紙(zhi)，做(zuo)(zuo)好圖紙(zhi)會(hui)審，找出設計(ji)(ji)與(yu)實(shi)際施(shi)工(gong)(gong)(gong)(gong)(gong)(gong)特別是與(yu)工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)量(liang)清單(dan)不(bu)相符的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)序和項目，提前做(zuo)(zuo)好變更索賠的(de)(de)準備工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)。同時(shi)，仔細核算(suan)實(shi)際工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)量(liang)，建立工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)量(liang)臺賬(zhang)，對分包隊伍的(de)(de)驗(yan)工(gong)(gong)(gong)(gong)(gong)(gong)計(ji)(ji)價工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)量(liang)嚴格控制在(zai)已核定(ding)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)數量(liang)內，杜絕超驗(yan)工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)量(liang)造(zao)成(cheng)(cheng)成(cheng)(cheng)本增加的(de)(de)情況發生。在(zai)施(shi)工(gong)(gong)(gong)(gong)(gong)(gong)過程(cheng)中，工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)部(bu)(bu)門(men)編寫了各(ge)個關(guan)鍵工(gong)(gong)(gong)(gong)(gong)(gong)序的(de)(de)作(zuo)(zuo)業指(zhi)導書，各(ge)項專項技(ji)(ji)術方案、技(ji)(ji)術交底(di)，確保現(xian)場技(ji)(ji)術人員(yuan)、作(zuo)(zuo)業人員(yuan)熟悉施(shi)工(gong)(gong)(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)(gong)(gong)藝，從而(er)避(bi)免因(yin)技(ji)(ji)術工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)出現(xian)差(cha)錯導致施(shi)工(gong)(gong)(gong)(gong)(gong)(gong)缺陷(xian)而(er)返(fan)工(gong)(gong)(gong)(gong)(gong)(gong)造(zao)成(cheng)(cheng)成(cheng)(cheng)本加大。

三(san)、積極開展(zhan)經濟(ji)活動分析、夯實成(cheng)本控制基礎。

根據(ju)公司經(jing)濟活動分(fen)(fen)(fen)析(xi)工(gong)作(zuo)的(de)要(yao)求(qiu)，項(xiang)目(mu)(mu)部成(cheng)(cheng)(cheng)立了責(ze)(ze)(ze)任成(cheng)(cheng)(cheng)本(ben)(ben)管(guan)理(li)(li)小組(zu)，制定相應的(de)職(zhi)責(ze)(ze)(ze)，強化(hua)了管(guan)理(li)(li)人(ren)員(yuan)(yuan)(yuan)(yuan)的(de)成(cheng)(cheng)(cheng)本(ben)(ben)管(guan)理(li)(li)意(yi)識(shi)和成(cheng)(cheng)(cheng)本(ben)(ben)控制觀念(nian)。長(chang)久以來，項(xiang)目(mu)(mu)部很多人(ren)簡單地(di)將(jiang)成(cheng)(cheng)(cheng)本(ben)(ben)管(guan)理(li)(li)歸責(ze)(ze)(ze)于項(xiang)目(mu)(mu)的(de)成(cheng)(cheng)(cheng)本(ben)(ben)管(guan)理(li)(li)部門或財務部門，感覺與(yu)其(qi)他(ta)人(ren)員(yuan)(yuan)(yuan)(yuan)沒有(you)關系。造成(cheng)(cheng)(cheng)技術(shu)員(yuan)(yuan)(yuan)(yuan)只(zhi)負(fu)責(ze)(ze)(ze)技術(shu)，安質(zhi)員(yuan)(yuan)(yuan)(yuan)只(zhi)負(fu)責(ze)(ze)(ze)安全質(zhi)量(liang)，材(cai)料(liao)員(yuan)(yuan)(yuan)(yuan)只(zhi)負(fu)責(ze)(ze)(ze)材(cai)料(liao)采(cai)購、驗收(shou)和發放的(de)局面，這種現象導致各職(zhi)能(neng)部門只(zhi)考慮(lv)本(ben)(ben)職(zhi)工(gong)作(zuo)而不(bu)考慮(lv)成(cheng)(cheng)(cheng)本(ben)(ben)因素(su)。精細化(hua)管(guan)理(li)(li)工(gong)作(zuo)打(da)破了過去的(de)粗放式管(guan)理(li)(li)模式，要(yao)求(qiu)這是一(yi)個全員(yuan)(yuan)(yuan)(yuan)參與(yu)的(de)過程，就是要(yao)讓(rang)每一(yi)個員(yuan)(yuan)(yuan)(yuan)工(gong)樹立強烈的(de)成(cheng)(cheng)(cheng)本(ben)(ben)管(guan)理(li)(li)意(yi)識(shi)，上至領(ling)導班(ban)子，下至各施工(gong)班(ban)組(zu)人(ren)員(yuan)(yuan)(yuan)(yuan)，讓(rang)每一(yi)個員(yuan)(yuan)(yuan)(yuan)工(gong)把降低成(cheng)(cheng)(cheng)本(ben)(ben)變(bian)成(cheng)(cheng)(cheng)一(yi)種自覺行(xing)為。每個月底項(xiang)目(mu)(mu)各部門均(jun)要(yao)對本(ben)(ben)月責(ze)(ze)(ze)任成(cheng)(cheng)(cheng)本(ben)(ben)開展情況進行(xing)總結，查找出不(bu)足(zu)和可能(neng)失控的(de)環(huan)節(jie)，分(fen)(fen)(fen)析(xi)原因并形(xing)成(cheng)(cheng)(cheng)書面資(zi)料(liao)上報公司成(cheng)(cheng)(cheng)本(ben)(ben)管(guan)理(li)(li)部門，在公司提出整改的(de)基礎上，項(xiang)目(mu)(mu)部再(zai)客觀分(fen)(fen)(fen)析(xi)，不(bu)走形(xing)式地(di)落實整改，確保成(cheng)(cheng)(cheng)本(ben)(ben)管(guan)理(li)(li)工(gong)作(zuo)有(you)效地(di)推進。

四、加強合同管理，最(zui)大程(cheng)度地規(gui)避風險(xian)。

項目(mu)部(bu)始終(zhong)把(ba)合(he)(he)同(tong)(tong)的(de)(de)簽訂(ding)工作(zuo)作(zuo)為核心重點工作(zuo)來抓(zhua)。對業主方面(mian)(mian)，從招(zhao)標文件(jian)中的(de)(de)合(he)(he)同(tong)(tong)附(fu)件(jian)到中標后合(he)(he)同(tong)(tong)的(de)(de)正(zheng)式談判(pan)(pan)，項目(mu)部(bu)組織各部(bu)門(men)并(bing)會(hui)同(tong)(tong)公(gong)司相關部(bu)門(men)對工期(qi)、計價(jia)方式、進(jin)度款(kuan)支付、材料采購和供應、變更(geng)索賠、結算期(qi)限、違約索賠等條款(kuan)進(jin)行(xing)會(hui)審(shen)，并(bing)在(zai)合(he)(he)同(tong)(tong)談判(pan)(pan)時根(gen)據會(hui)審(shen)意見(jian)合(he)(he)理(li)掌握談判(pan)(pan)細節，達到最有利的(de)(de)合(he)(he)同(tong)(tong)條件(jian)。對專業分包(bao)(bao)隊伍方面(mian)(mian)，對玻璃鋼生(sheng)產(chan)廠家的(de)(de)資質(zhi)進(jin)行(xing)全面(mian)(mian)的(de)(de)核查和考(kao)核，公(gong)開招(zhao)標，選擇綜合(he)(he)實(shi)力(li)強、社會(hui)信(xin)譽度高、綜合(he)(he)報價(jia)合(he)(he)理(li)的(de)(de)隊伍，并(bing)組織業主及相關單位人(ren)員到廠家實(shi)地進(jin)行(xing)考(kao)察，綜合(he)(he)比較，最終(zhong)篩選出合(he)(he)格的(de)(de)分包(bao)(bao)隊伍。在(zai)分包(bao)(bao)隊伍進(jin)場前(qian)必須(xu)簽訂(ding)勞務分包(bao)(bao)合(he)(he)同(tong)(tong)，在(zai)談判(pan)(pan)及簽訂(ding)勞務合(he)(he)同(tong)(tong)過程中，嚴格把(ba)握相關條款(kuan)，規避合(he)(he)同(tong)(tong)執行(xing)風險，提高可操作(zuo)性，以達到雙(shuang)贏的(de)(de)目(mu)標，保(bao)證施工的(de)(de)順利進(jin)行(xing)。

五(wu)、夯實物資設備管理(li)工作，降低材料損耗。

在整(zheng)個(ge)項(xiang)(xiang)目中(zhong)，材(cai)料費一般(ban)占(zhan)到整(zheng)個(ge)項(xiang)(xiang)目成本的(de)(de)60%—70%左右(you)，以(yi)前很多(duo)項(xiang)(xiang)目由(you)于精細(xi)化管(guan)(guan)理不足，物(wu)資材(cai)料在整(zheng)個(ge)施(shi)(shi)工(gong)(gong)過程中(zhong)的(de)(de)浪(lang)費現象(xiang)很嚴重，因(yin)此，物(wu)資設備(bei)管(guan)(guan)理成為成本管(guan)(guan)理的(de)(de)重中(zhong)之(zhi)重。首先(xian)，項(xiang)(xiang)目部對材(cai)料的(de)(de)入庫(ku)和(he)出庫(ku)建立臺賬，根(gen)據施(shi)(shi)工(gong)(gong)進度的(de)(de)安(an)排，對各個(ge)階段的(de)(de)材(cai)料需求(qiu)量有準確的(de)(de)計算(suan)。其次，加強施(shi)(shi)工(gong)(gong)現場管(guan)(guan)理，盡量合(he)理安(an)排使(shi)用和(he)物(wu)盡其用，杜(du)絕(jue)人為因(yin)素造(zao)成浪(lang)費，同(tong)時，嚴把質量關、杜(du)絕(jue)因(yin)返工(gong)(gong)現象(xiang)而(er)造(zao)成的(de)(de)成本加大，每月按時對物(wu)資進行核算(suan)核銷(xiao)，有效降低庫(ku)存，減(jian)少資金占(zhan)用成本的(de)(de)支出。

項目部通過大力推(tui)進精細化管(guan)理工(gong)作(zuo)，狠抓(zhua)制(zhi)度落實，切實貫(guan)徹股份公司精細化管(guan)理辦法，項目管(guan)理水平已躍上(shang)一個新臺階。