核电站建设项目工程建造监理的研究
摘要
本文首先对国内外监理行业的概况及模式进行了介绍，并指出了国内监理目前存在的一些基本问题，如监理范围过窄、监理方法缺少科学性等。针对这些问题，提出了由雇主和监理公司相结合的工程全面监理模式，并结合工程建造实例从监理的角度展开对项目管理的论述，从工程建造和设备制造管理等方面，具体提出工程五大控制的管理体系和控制方法。第一是质量监理，首先在组织上保证质保部门的独立性；在制度上建立了如质保大纲、文件、程序及质量分级等完整的保证体系；在具体的措施上包括注重一线人员管理工作，工序中W和H点的设置和检查，实施闭环式管理，把质量监督寓于服务之中等。运用多层次目标管理和矩阵式管理，对质量进行全范围及过程性管理,重视从体系上对质量管理进行完善。其次对进度监控，实行分级管理，通过软件和网络建立起工程信息及时交流的平台。在进度监控中，以有效管理工程接口、里程碑和遗留项为重点，以网络计划评审技术来编制工程的滚动计划并进行项目管理。第三是投资监控与合同管理，指出造价控制的重点。对合同模式及合同管理进行分析，对设备采购合同采用分包管理。采取了立项制度、招投标制度、人月控制等措施，按时编制进展月报、工程费用预测报告，做到预见性控制。第四是设计及设备监理，根据工程不同的安全等级进行设计审查。对影响质量的因素进行分析，找出控制的难点。对制造厂进行注重预评审，建立起有效的控制体系。定期进行建造检查，对重要项目进行驻厂监理，进行全过程监督。第五方面是安全管理，制定全面的安全规章制度。把安全管理看作为一系统工程。设置专门安全管理组织，进行独立的安全监督。安全技术控制通过改善生产工艺、改进生产设备，以控制生产因素的不安全状态。最后对监理的效果进行了评价并指出建立健全的监理方法体系的重要性，并对以后设备制造监理的发展提出了几点建议。
With the development of the supervision for project management, Chinese related enterprises are facing a great challenge on the management form and method, the main problems in domestic including: the scope for the management is too narrow and the management method is in short of systematicness according to the oversea management. The combination for the employee and the supervision team is good way to solve the mould problem for large-scale project in China, furthermore, it is also quite important for the detailed management method which is the basis for control. The thesis presents a overall new supervision system through a nuclear project which has got success due to the effective and perfect management. It mainly involves following five aspects:
The first is quality supervision which is the most important part among the project management. In my opinion, the procedures and rules which are the basis for management should be set up first. How to manage to let the workers accomplish the related task is the emphasis in quality control. All the work progress are under the control of the QC team. The QA organization has separate right which could report serious problem during the progress to the general manager directly. The purchaser built multi-target system and carried out all-course management.
The second part is the schedule control, all the information should be shown and exchanged through the computer and web system between the contractor and employer. The interfaces milestone and leaved-over items are the critical points which need to be emphasized.. the employer makes level 1 and 2 construction and erection schedule ,and the schedule is divided into six grades according to the control extent, the contractor and the employer have different duty on each grade. It become easier using large-scale software to make the schedule and follow .up task in time.
The third is the cost control. Tying to find the control point is the quite essential, generally more 80 percentage cost will be determined on the design phases including the contract and design model choice, so the prophase work is quite important for overall project control. .In order to get the appropriate contractor the procurement of main equipment is divided by many packages. Also the bidding system has been carried out since the beginning of the project. Cost register rule was established to achieve the overall and pre-control. Monthly meeting and progress report is proved to efficient way for cost supervision. .
The forth is design supervision. Because the it relates to many different department ,the matrix style management is adopted. According to the division of safety grade for each engineering , the degree for the checking is not same .During the project construction, every staff is require to make analysis in time to find the primary problem and provide solving method.
The fifth is safety management, first the safety rule and organization should be established. Safety management should be considered as a systematic project. The safety department has separate right on supervision and instruction on site. Of course to improve
the design and operation equipment is a primary way to safety guarantee.
Lastly, this thesis point out the establishment of control system and the combination between the employee and the supervision team is the focus of project management, also suggestion was raised for the future management.
With the development of the supervision for project management, Chinese related enterprises are facing a great challenge on the management form and method, the main problems in domestic including: the scope for the management is too narrow and the management method is in short of systematicness according to the oversea management. The combination for the employee and the supervision team is good way to solve the mould problem for large-scale project in China, furthermore, it is also quite important for the detailed management method which is the basis for control. The thesis presents a overall new supervision system through a nuclear project which has got success due to the effective and perfect management. It mainly involves following five aspects:
The first is quality supervision which is the most important part among the project management. In my opinion, the procedures and rules which are the basis for management should be set up first. How to manage to let the workers accomplish the related task is the emphasis in quality control. All the work progress are under the control of the QC team. The QA organization has separate right which could report serious problem during the progress to the general manager directly. The purchaser built multi-target system and carried out all-course management.
The second part is the schedule control, all the information should be shown and exchanged through the computer and web system between the contractor and employer. The interfaces milestone and leaved-over items are the critical points which need to be emphasized.. the employer makes level 1 and 2 construction and erection schedule ,and the schedule is divided into six grades according to the control extent, the contractor and the employer have different duty on each grade. It become easier using large-scale software to make the schedule and follow .up task in time.
The third is the cost control. Tying to find the control point is the quite essential, generally more 80 percentage cost will be determined on the design phases including the contract and design model choice, so the prophase work is quite important for overall project control. .In order to get the appropriate contractor the procurement of main equipment is divided by many packages. Also the bidding system has been carried out since the beginning of the project. Cost register rule was established to achieve the overall and pre-control. Monthly meeting and progress report is proved to efficient way for cost supervision. .
The forth is design supervision. Because the it relates to many different department ,the matrix style management is adopted. According to the division of safety grade for each engineering , the degree for the checking is not same .During the project construction, every staff is require to make analysis in time to find the primary problem and provide solving method.
The fifth is safety management, first the safety rule and organization should be established. Safety management should be considered as a systematic project. The safety department has separate right on supervision and instruction on site. Of course to improve
the design and operation equipment is a primary way to safety guarantee.
Lastly, this thesis point out the establishment of control system and the combination between the employee and the supervision team is the focus of project management, also suggestion was raised for the future management.
引文
[1] 秦国安 , 工程建设质量保证和质量管理,北京：原子能出版社，2000.1
[2] 沈俊雄，项目管理，北京：原子能出版社，1998.10
[3] 顾基发，魏权龄，多目标决策问题，应用数学与计算数学，1980.1
[4] 张金成译 , 成功的项目管理,北京：机械工业出版社，1999.7
[5] 郑晓明译 , 组织行为学精要,北京：机械工业出版社，2000.1
[6] 金德钧 , 核工程质量监督,北京：原子能出版社，2002.6
[7] 张良成 ,建设质量控制,北京：中国水利水电出版社，1999.2
[8] 黄逸达 , 核电厂质量保证,北京：原子能出版社，1994.6
[9] Hwang,C.L.and Yoon,K.S.,Multiple Attribute Decision Making,Springea Verlag,1981.
[10] Zelendy,M.,Multiple Criteria Decision Making ,Kyoto 1975
[2] 沈俊雄，项目管理，北京：原子能出版社，1998.10
[3] 顾基发，魏权龄，多目标决策问题，应用数学与计算数学，1980.1
[4] 张金成译 , 成功的项目管理,北京：机械工业出版社，1999.7
[5] 郑晓明译 , 组织行为学精要,北京：机械工业出版社，2000.1
[6] 金德钧 , 核工程质量监督,北京：原子能出版社，2002.6
[7] 张良成 ,建设质量控制,北京：中国水利水电出版社，1999.2
[8] 黄逸达 , 核电厂质量保证,北京：原子能出版社，1994.6
[9] Hwang,C.L.and Yoon,K.S.,Multiple Attribute Decision Making,Springea Verlag,1981.
[10] Zelendy,M.,Multiple Criteria Decision Making ,Kyoto 1975