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建筑企业引入精益管理注意事项

发布时间:2021-06-30 来源:https://www.cclsbs.com/

1.  做好充分的基础分析

1. Make sufficient basic analysis

对现有项目的成本分析是最为重要的基础分析之一。集团尚未建立起较为完备的成本定额体系,基础数据不足,贸然引进精益管理存在一定的风险。在进行分析中,如发现现有项目出现大量的工期停滞、人机物料配合不紧密,造成的等待时间等问题,则表示企业急需改进项目的计划和控制系统,应优先引入末位计划系统LPS技术;如发现项目的返工成本较大,则需要优先改进项目的全面质量管理TQM系统。

Cost analysis of existing projects is one of the most important basic analysis. The group has not yet established a relatively complete cost quota system, and the basic data is insufficient. There are certain risks in rashly introducing lean management. During the analysis, if a large number of problems are found, such as construction period stagnation, man-machine and material coordination is not close, resulting in waiting time and so on, it indicates that the enterprise urgently needs to improve the project planning and control system, and should give priority to the introduction of the last planning system LPS technology; If it is found that the rework cost of the project is high, the TQM system of the project should be improved first.

2.  加强对基层员工精益管理工具方面的培训

2. Strengthen the training of lean management tools for grassroots staff

精益管理要求提高价值增值活动的效率、消除一切浪费和通过流程改进减少不增值活动。这要求项目实施的各个环节都能准确贯彻精益思想。精益建造理论中的价值工程、全面质量管理、5S现场管理法等都要求全员参与。

Lean management requires improving the efficiency of value-added activities, eliminating all waste and reducing non value-added activities through process improvement. This requires the implementation of lean thinking in all aspects of the project. The value engineering, total quality management and 5S site management in lean construction theory all require full participation.

(1)价值工程VE可应用在项目的设计和施工过程中的每一个决策点,参与决策的员工接受和使用该工具需要一个熟悉的过程。

(1) Ve can be applied to every decision-making point in the process of project design and construction. It needs a familiar process for employees to accept and use the tool.

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(2)全面质量管理TQM要求由过程控制管理来保证最终的建筑产品质量。

(2) TQM requires process control management to ensure the final quality of construction products.

(3)现场管理5S在物料管理方面,关注工程现场,要求员工的对材料的管理要求心中有数,分辨必要和非必要物品,并且能够提供出需要数量。

(3) In the aspect of material management, site management 5S pays attention to the project site, requires the staff to know the material management requirements well, distinguish the necessary and unnecessary items, and be able to provide the required quantity.

所以,只有对建筑企业的员工进行全面的敬意管理培训才能达到良好的实施效果。

Therefore, only comprehensive management training for employees of construction enterprises can achieve good implementation effect.

3.  充分利用既有信息化手段引入末位计划系统LPS

3. Make full use of the existing information means to introduce the terminal planning system LPS

建筑企业员工难以在较短时间内达成LPS所要求的思维方式的转变,且基层员工制定计划的能力也有待提高——这构成了推行末位计划系统的障碍,也是潜在的失败因素。而能够及时传递信息的IT系统能弥补基层员工计划能力不足的缺陷,同时达到企业对项目的监督和控制。

It is difficult for employees of construction enterprises to achieve the change of thinking mode required by LPS in a short time, and the ability of grass-roots employees to make plans needs to be improved, which constitutes an obstacle to the implementation of the last planning system and a potential failure factor. The IT system that can transmit information in time can make up for the deficiency of planning ability of grass-roots staff, and achieve the enterprise's supervision and control of the project.

4.  建立稳定的供应商关系,在项目实施过程中采用物料采购的JIT模式

4. Establish stable supplier relationship and adopt JIT mode of material procurement in the process of project implementation

稳定的物资、设备供应商有助于项目成本的降低、材料质量的控制等;稳定的分包供应商由于具备较为专业和熟悉企业操作流程的员工,更加有助于减少转换和磨合的成本、和管理水平的提高;同时,稳定的供应商在资金支付、重点难点项目的控制方面也具有较为明显的优势。集团应该借鉴供应商关系管理的最佳实践经验,建立稳定的供应商关系,并在此基础上,逐步在项目实施过程中采用物料采购的JIT模式。JIT模式的基本思想是保持物料流和信息流在生产中同步,实现将正确数量的物料,在正确的时间投放到正确的需求点,并持续地降低成本,提高效率。

Stable material and equipment suppliers help to reduce project cost and control material quality; Stable sub suppliers with more professional and familiar with the enterprise operation process staff are more conducive to reduce the cost of conversion and running in, and improve the management level; At the same time, stable suppliers also have obvious advantages in fund payment and control of key and difficult projects. The group should learn from the best practice of supplier relationship management, establish a stable supplier relationship, and on this basis, gradually adopt the JIT mode of material procurement in the process of project implementation. The basic idea of JIT mode is to keep the material flow and information flow synchronized in the production, so as to realize the right quantity of materials to the right demand point at the right time, and continuously reduce the cost and improve the efficiency.

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