I 摘要 目前，建筑行业正在从以前的规模化发展向高质量方向发展。以前，伴随建 筑业市场的蓬勃发展，工程规模增加很快，同时建筑企业发展的规模也在不断扩 大，建筑企业可以通过规模效应，在行业中持续发展。但随着建筑业市场的变化， 工程造价的不断透明，劳动力成本的不断增加，建筑企业盲目地追求工程进度， 缺乏有效的激励机制、生产组织不科学、分工体系不明等粗放式的管理，势必造 成工程品质不能完全满足建设单位的要求，同时劳动力窝工和机械闲置，原材料 和半成品过度采购、材料浪费和二次转运，也会造成工程成本的增加，最终造成 工程效益达不到预期目标，从而降低了建筑企业在行业中的竞争力，不利于建筑 企业的生存与发展。 由此，建筑企业必须转变观念，从以前的规模上求发展，转向从管理上要效 益。其中精益化管理就是一种寻求消除所有类型的浪费的思想和方法，项目实施 精益化管理不仅对节约建筑企业项目成本，提升效益有着重要的作用，也对建筑 工程质量稳定有着保障作用，还可以让项目管理团队工作主动性提高，建筑企业 综合效益不断提升。所以，建筑企业的工程项目精益化对策研究对于提高工程项 目的生产效率以及经济效益，让建筑企业更好地适应市场竞争，是很有必要的。 本文以ER建筑公司的XX项目的全过程实施为研究对象，从XX项目实施 前的准备阶段、项目实施以及项目竣工验收等各阶段，通过调查研究、数据收集 与分析，找出项目管理中存在问题，并进行相关原因分析，其中包括发承包模式、 工程设计、施工工艺、机械设备的现场布置与维护、项目管理团队及劳动力的配 置、供应商的选择、实施进度计划与过程控制以及质量管理等。同时应用精益化 管理思想和方法，进行相关的对策研究，减少无效的浪费，提高建筑企业的工程 项目管理效能。 本文的精益化管理主要是通过项目前期的工程EPC总承包模式，实施设计 工作并行与施工，生产方式采用牵引式，下道工序决定上道工序，并将各工序透 明化和标准化等，让设计理念完全满足建设单位的意图，同时减少了总工期，工 程质量得到较大提升；在项目建设阶段，坚持现嘲永临”结合，充分合理利用 场地空间，劳动力和机械设备的准时生产，以及对材料实行准时采购，过程管控 摘要 II 采用BIM技术、OA系统和视频监控等信息化手段，落实动态管理，同时针对项 目管理团队执行精益化管理思想，做到精简高效，在工程项目管理上实施分权负 责制，执行工程兑现激励机制，从而极大地激发了团队人员的工作积极性和主动 性；经济效益控制和工程质量的管理实行“三全”管理，实现各项目标。 关键词：建筑工程；项目管理；精益化管理；对策研究 ABSTRACT III ABSTRACT At present, the construction industry is developing from the previous scale to the high quality direction. Previously, with the booming development of the construction market, the scale of the project increased rapidly, and the scale of the development of construction enterprises is also expanding. Construction enterprises can continue to develop in the industry through the scale effect. However, with the change of the construction industry market, the continuous transparency of the project cost and the continuous increase of the labor cost, construction enterprises blindly pursue project progress, lack of effective incentive mechanism, unscientific production organization, unclear division of labor system and other extensive management. It is bound to cause the project quality can not fully meet the requirements of the construction unit. At the same time, labor force and machinery idle, excessive procurement of raw materials and semi-finished products, material waste and secondary transfer, will also cause an increase in engineering costs. Finally, the project benefit can not reach the expected target, thus reducing the competitiveness of construction enterprises in the industry, which is not conducive to the survival and development of construction enterprises. Thus, the construction enterprise must change the concept, from the previous scale for development, to the management to benefit. One of the lean management is a kind of seeking to eliminate waste of all types of thoughts and methods of project implementation of the lean management is not only to save the construction enterprise project cost, improve efficiency has an important role, also has a security role on construction engineering quality stability, also can let the work initiative to improve the project management team, improve construction enterprise comprehensive benefits. Therefore, the research on lean countermeasures for construction projects of construction enterprises can improve the production efficiency and economic benefits of engineering projects and make construction enterprises better adapt to market competition, which is very necessary. This paper takes the whole process implementation of the XX project of ER Construction Company as the research object. From the preparatory stage before the ABSTRACT IV implementation of XX project, project implementation and project completion acceptance and other stages, through investigation and research, data collection and analysis, problems in project management are found and related causes are analyzed. It includes contract mode, engineering design, construction technology, site layout and maintenance of machinery and equipment, project management team and labor force allocation, supplier selection, implementation schedule and process control and quality management, etc. At the same time, the application of lean management ideas and methods, related countermeasure research, reduce the ineffective waste, improve the construction enterprise project management efficiency. In this paper, the lean management mainly through the early stage of the project engineering EPC general contracting mode, the implementation of design work in parallel and construction of the mode of production by traction type, on the next working procedure decision process, and the process transparent and standardized, let design concept can completely satisfy the intent of the construction unit, at the same time reduces the total time limit for a project, the project quality get up; In the project construction phase, adhere to the "wing" in the worksite, sufficient and reasonable use of floor space, Labour and machinery and equipment of the production on time, as well as to the material purchasing on time, process control using informationalized means such as BIM technology, OA system and video surveillance, to carry out the dynamic management, at the same time, in view of the project management team to implement the lean management thoughts, be streamlined, The implementation of decentralized responsibility system in the project management, implementation of the project cash incentive mechanism, which greatly stimulated the enthusiasm and initiative of team members; Economic efficiency control and project quality management to implement the "three whole" management, to achieve the objectives. Key Words：Construction engineering; Project management; Lean management; Countermeasure research 目录 V 目录 摘要 ·························· I ABSTRACT ······················· III 第一章 绪论 ······················· 1 第一节 研究背景与研究意义 ........................................ 1 一、研究背景 ............................................................ 1 二、研究意义 ............................................................ 1 第二节 国内外研究现状及文献综述 .................................. 2 一、国外研究现状 ........................................................ 2 二、国内研究现状 ........................................................ 3 三、文献综述 ............................................................ 4 第三节 研究内容与研究思路 ........................................ 7 一、研究内容 ............................................................ 7 二、研究思路 ............................................................ 8 第四节 研究方法 .................................................. 9 第二章 理论基础 ····················· 10 第一节 概念界定 ................................................. 10 一、精益化的涵义 ....................................................... 10 二、精益化的内容与特征 ................................................. 10 三、项目管理的涵义 ..................................................... 11 第二节 传统项