v 摘要 随着我国人口结构的改变、产业结构的升级，房地产行业市场形势与政策环 境产生了新的变化。房地产企业如何在资源有限、市场萎缩、政策趋紧的条件下 保持稳定的可持续发展已成为企业关注的核心问题，原有房地产项目运营管理体 系的升级重构势在必行。 本文的研究目的是探索我国房地产行业的发展趋势、寻求科学高效的项目运 营管理方案，为我国房地产行业的稳健发展提供理论与实践上的指导和借鉴。 本文的研究内容及主要观点如下： （1）系统研究了我国房地产行业目前所处的政策环境、市场形势与经营现状， 提出房地产行业必将由规模化发展转变为品质化发展的观点； （2）通过对当前房地产企业经营管理问题的归纳与提炼，剖析产生问题的原 因，结合精益管理思想的优势与特点，论证了房地产企业实施精益运营管理的必 要性并提出其驱动因素：外部市场与政策变化、内部经营管控升级； （3）基于精益管理的基本原则，结合当前运营管理在开发模式、经营逻辑、 管控方法、业务流程等方面的不足，提出了房地产项目运营管理由“高周转、高 杠杆”的粗放管理体系向“客户价值拉动”的精益管理体系转变的观点； （4）以精益管理的去除浪费、价值拉动、准时生产、全面质量管理、尽善尽 美的核心思想为导向，运用精益管理的价值流图分析法构建了房地产项目开发工 作的精益价值流，并以此为基础建立了精益计划管理体系、会议决策体系、成果 管理体系与运营监控体系，形成房地产开发项目精益运营管理体系，同时提出其 效果评价体系与保障体系； （5）运用案例分析法，分析TH集团应用精益运营管理的实践过程及经营效 果的改善情况，证明了精益运营管理体系在房地产开发项目管理中的突出优势。 本文的研究结论是：房地产开发项目运营管理必将由粗放管理向精益管理转 型，本文所构建的房地产开发项目精益运营管理体系及其效果评价体系与保障体 系为房地产企业在今后市场、政策环境下实现稳定的可持续发展提供了有效的实 践方法与科学的参考依据。 本文的创新之处在于应用精益管理的思想与方法分析了房地产开发项目运营 管理的现状问题与发展趋势，构建了全周期、系统性的精益运营管理体系，并利 用理论论证与实践效果证明其优势。最后，在本文研究结论的基础上，针对如何 加强房地产开发项目运营管理、支撑企业稳健发展，提出了建设性的思路和观点。 关键词：精益管理；房地产；运营管理；价值流 ABSTRACT vii ABSTRACT With the change of China's population structure and the upgrading of industrial structure, the market situation and policy environment of the real estate industry have changed, how to maintain a stable and sustainable development of real estate enterprises in the environment of limited resources, shrinking market and tightening policy has become the core issue of enterprises, the upgrading and reconstruction of the original real estate project operation management system is imperative. The purpose of this paper is to explore the development trend of China's real estate industry, seek scientific and efficient project operation management scheme, and provide theoretical and practical guidance and reference for the steady development of China's real estate industry. The research contents and main viewpoints of this paper are as follows: (1) This paper systematically studies the current policy environment, market situation and operation status of the real estate industry in China, and puts forward the view that the real estate industry will change from large-scale development to quality development; (2) By summarizing and refining the current management problems of real estate enterprises, analyzing the causes of the problems, combining the advantages and characteristics of lean management thought, this paper demonstrates the necessity of implementing lean operation management in real estate enterprises and puts forward its driving factors: external market and policy change, internal management and control upgrading; (3) Based on the basic principles of lean management, combined with the shortcomings of current operation management in development mode, operation logic, management and control method, business process and other aspects, this paper puts forward the viewpoint that the operation management of real estate project changes from the extensive management system of "high turnover and high leverage" to the lean management system of "customer value pulling"; (4) Guided by the core ideas of waste elimination, value pulling, just in time production, total quality management and perfection of lean management, the lean value flow of real estate project development is constructed by using the value flow chart method of lean management. On this basis, the lean plan management system, 北京交通大学硕士专业学位论文 viii conference decision-making system, achievement management system and operation monitoring system are established to form a lean operation management system for real estate development projects, and its effect evaluation system and guarantee system are proposed; (5) By using case analysis method, this paper analyzes TH group's practice process of lean operation management and improvement of operation effect, and proves the outstanding advantages of lean operation management system in real estate development project management. The research conclusion of this paper is: the operation management of real estate development project will transform from extensive management to lean management. The lean operation management system of real estate development project and its effect evaluation system and guarantee system constructed in this paper provide effective practical methods and scientific reference for real estate enterprises to achieve stable and sustainable development in the future market and policy environment. The innovation of this paper lies in the application of lean management ideas and methods to analyze the current situation and development trend of real estate development project operation management. The whole cycle and systematic lean operation management system is constructed, and its advantages are proved by theoretical demonstration and practical effect. Finally, on the basis of the conclusions of this study, the paper puts forward constructive ideas and views on how to strengthen the operation management of real estate development projects and support the steady development of enterprises. KEYWORDS：Lean Management; Real Estate; Operation Management; Value Flow 序言 ix 序言 本文的研究工作是基于作者长期在房地产开发行业的运营管理工作实践，以 寻求房地产行业进入平稳发展阶段如何构建高效、科学的房地产开发项目运营管 理方案为目的，通过将精益管理的思想理论与房地产开发实践经验相结合，构建 精益运营管理体系。意在通过制造业先进管理思想的导入，使房地产开发企业能 够依靠客户价值拉动的精益管理方式实现企业经营效益的最大化，为房地产开发 企业实现稳健发展提出理论方法与实践路径。 目录 xi 目录 摘要 ............................. v ABSTRACT ............... vii 序言 ............................ ix 1 绪论 ....................... 1 1.1 选题背景 ........ 1 1.1.1 房地产市场刚性需求结构性变化 ....................... 1 1.1.2 房地产行业相关政策持续从严 ........................... 3 1.2 研究意义 ........ 9 1.3 研究内容和方法 ......................... 10 1.3.1 研究内容 .............................. 10 1.3.2 研究方法 .............................. 11 2 精益管理的理论基础与文献综述 .... 15 2.1 精益管理的产生与发展 ............. 15 2.1.1 精益管理的产生 .................. 15 2.1.2 精益管理的发展 .................. 16 2.2 精益管理的基本原则与方法 ..... 17 2.2.1 精益管理的基本原则 .......... 18 2.2.2 精益管理的基本方法 .......... 19 2.3 精益价值流图分析技术 ............. 20 2.3.1 价值流的定义 ...................... 20 2.3.2 价值的识别与定义 .............. 21 2.3.3 精益价值流的构建 .............. 21 2.4 房地产行业精益管理的研究现状与文献综述 ........ 23 2.4.1 国外房地产行业精益管理的研究现状与文献综述 ........................ 23 2.4.2 国内房地产行业精益管理的研究现状与文献综述 ........................ 24 3 房地产项目实施精益运营管理的内外部驱动因素分析 .............................. 29 3.1 房地产行业的经营现状 ............. 29 3.1.1 行业平均收益下降 .............. 29 3.1.2 企业间竞争加剧 .................. 34 北京交通大学硕士专业学位论文 xii 3.1.3 行业监管更加严格 ............... 37 3.2 房地产行业存在的问题 .............. 38 3.2.1 管理能力与商业模式多元化的不匹配 .............. 38 3.2.2 经营逻辑与开发模式精