Quality management and brand building of construction enterprises?

1. Introduction

As my country's accession to the WTO accelerates, our companies face more intense global market competition, and opportunities and challenges exist. In today's era of accelerated knowledge economy and innovation, if we want to survive and develop in competition, we must create "world-class quality", innovate in the global market, and continuously improve technology and quality levels. To create "world-class quality" is to truly integrate the entire process of quality production, formation and realization into international business strategies, and establish and continuously achieve the strategic goal of quality leadership in global competition and market innovation. Practice has proved that enterprises rely on the market, the market relies on products, products rely on brands, and brands rely on quality. Quality competition in a comprehensive sense has become the key to market competition.

2. Problems in quality management of construction enterprises in my country

1. Application of new materials

Material costs account for a large part of construction production costs. The material cost of large-scale installation projects accounts for up to 70%, and the use of materials runs through the entire construction production. Therefore, the application of new materials can promote the development of construction technology and bring economic benefits. There is a big gap between the development and application of new building materials in my country and abroad. For example, in the application of ultra-high-strength concrete, foreign countries have already been researching and using concrete above No. 1000, but these works have just started in our country.

2. Application of construction machinery

Building construction mechanization is one of the important symbols of modern construction technology. At present, my country not only lags behind foreign countries in terms of large-scale and special construction machinery and equipment, but also lags behind developed countries in the degree of mechanization of small hand-made machines and tools that can improve operating efficiency and ensure stable quality. Some data show that the per capita investment in technical equipment in my country's construction industry is about 6,000 yuan, while the per capita investment in developed countries is about 6,000 US dollars.

3. Construction technology

Our country can reach or approach the international advanced level in certain construction technologies, such as deep foundation pit support, super high-rise buildings, large structures and equipment as a whole Hoisting, prestressed concrete and mass concrete, etc. However, some construction technologies with high technical content are rarely covered, and more are just recombination and improvement of ordinary processes. Most construction companies in our country are only satisfied with completing tasks and ignore the summary and improvement of construction technology.

4. Construction project management technology

my country's construction companies are still extensive operations, relying on labor-intensive and backward management technology, resulting in a lot of waste. New management techniques did not spread. For example, computers, which are the main tools of modern project management technology, do not play a corresponding role in construction management. Some of them are just for show or used as typewriters, and have not truly built a project management network technology supported by information technology. .

5. The construction team is unstable and the quality of the team needs to be improved

In the face of the current fiercely competitive market economy, quality is the life of an enterprise. Seeking market and development on-site, "quality first". However, "quality first" is by no means an empty slogan, but must be based on the "front line" as the starting point and foothold, that is, starting from the front line of construction and production, taking practical and effective measures in strict accordance with ISO9002 standards to ensure that all The entire construction process is under control. Only in this way can the quality of the project be truly guaranteed and improved.

3. Measures for construction companies to build brands with quality

(1) Use TQM to improve management level and build product quality

1. Establish and improve project quality leadership Accountability. The legal representative and project manager of a construction enterprise have leadership and lifelong responsibilities for the quality of the projects they undertake, and must manage the enterprise in accordance with the law. In accordance with the principle of "who is in charge, who is responsible", project quality responsibilities should be implemented layer by layer in terms of personnel, materials, equipment, processes, techniques, technical measures, etc., so as to ensure implementation at one level and at all levels.

2. Strict market access. Construction enterprises must have registered capital, professional and technical personnel, technical equipment and other qualifications that comply with national regulations.

They must have the qualification level and performance corresponding to the project construction requirements, have sufficient technical management capabilities and equipment levels, and engage in construction activities within the scope permitted by the qualification level, and avoid unlicensed and over-level contracting of projects.

3. Strictly purchase and use engineering materials. Various engineering materials are the material conditions for engineering construction, and the quality of materials is the basis of engineering quality. Therefore, the quality of engineering materials purchased and used must comply with standard regulations. Incoming materials and equipment must be strictly inspected. Engineering materials entering the site must have product certificates or quality assurance certificates, and should meet the design requirements; building materials that require retesting must pass the retest before they can be used; imported engineering materials must comply with my country's corresponding quality standards and hold Commodity inspection certificate issued by the commodity inspection department. At the same time, attention should also be paid to the reasonable selection of materials, components, and semi-finished products during the design and construction processes, and they cannot be mixed.

4. Strengthen project quality supervision. Quality management runs through the entire process of project construction. Quality control in the construction stage mainly involves the supervision, inspection and acceptance of the entire process of construction and production or intermediate products. Its quality control procedures and content change with different stages of construction. Regardless of the construction preparation stage, construction stage, or project maintenance stage, the quality supervision unit should conscientiously perform supervision duties in accordance with the requirements of relevant laws and regulations, technical standards, technical specifications, and contract provisions, without any slack or sloppiness.

5. Improve the quality of enterprise personnel. Construction enterprise personnel have three levels: decision-making level, management level and operation level. The quality of personnel covers many aspects such as the decision-making ability, management ability, operating ability, control ability, operating ability and moral quality of the people participating in construction activities. The quality of personnel directly affects the success or failure of project quality objectives and is the decisive factor in the quality of the project. Therefore, controlling project quality must first start with strict personnel qualifications and improving personnel quality. Whether they are decision-makers, managers, or technical operators, they should all be "qualified" experts. At the same time, you should also have good psychological quality and professional ethics. It is necessary to strengthen the training and assessment of construction company personnel, especially to strengthen corporate style construction and professional ethics education, and strive to create a construction team with high ideological quality and high technical level.

(2) People-oriented; ensure product quality by motivating employees

Develop quality, improve quality, adhere to "people-oriented", and continuously improve the overall quality of the workforce.

1. In order to enhance the technical strength of construction, enterprises should organize "norms and standards" lectures during construction breaks and conduct large-scale quality training for front-line professional and technical personnel.

2. Provide education and training to employees at all levels on standard implementation awareness and concepts, so that employees can understand the impact and importance of the work quality of each position on the overall quality assurance level, and truly implement operations in accordance with standard requirements. , and keep records as required by the procedures.

3. Vigorously build and cultivate a good corporate culture and promote the all-round development of corporate employees.

Corporate culture construction and human resources development and management work are complementary to each other. From the perspective of the connotation of corporate culture, the same values ????and corporate philosophy are formed by employees in the same production activities. The construction of corporate culture is a humanized concept. Most front-line employees in construction companies live a monotonous and poor life and lack spiritual support. In this regard, construction companies must fully understand the needs of employees when cultivating corporate culture. They should start from the tangible level, enrich employees' spare time cultural life, care about their lives, and use the word "emotion" to inspire them. A good corporate culture provides a harmonious environment and atmosphere for the development of employees. The entire mental state of employees will change. At the same time, the company's people-oriented strategic thinking and continuous development and management of human resources will release the potential of employees. If an enterprise provides a stage for talents to display their talents, the overall quality of employees throughout the enterprise will be greatly improved.

(3) Technological innovation; rely on advanced science and technology to improve product quality

1. Introduce, digest and absorb innovation strategies

As a developing country, my country , Construction companies should introduce a large number of mature technologies in the world and make full use of them. In this way, they can avoid many detours, reduce investment risks, and quickly improve the level of science and technology. However, the introduction of technology must be based on the existing technical level of the enterprise, and focus on practicality and effectiveness. After the technology is introduced, it must be digested and absorbed in time. Only by digesting and absorbing it well can the technology be truly used by us. While digesting and absorbing, we should also gradually improve and innovate. Only by continuously improving our ability to improve and innovate can we adapt to the needs of the market, form our own advantages and characteristics, and form the lasting competitiveness of enterprises.

2. Imitation innovation strategy

Imitation is a necessary stage in technological development. At present, my country's construction industry has limited investment in technological progress. Only by absorbing other people's successful experiences, lessons and technical achievements and gradually accumulating its own technical capabilities can it catch up with or surpass the advanced level. At the same time, imitation innovation can reduce the risks of R&D and exploration, avoid the uncertainty of market development, facilitate the diffusion of technology, accelerate the technological progress of enterprises and improve investment returns. However, imitation must be carried out within the scope of legal provisions, and infringement must be avoided. While imitating, we must not forget to cultivate our own independent development capabilities.

3. Independent innovation strategy

Independent innovation means that enterprises rely on their own capabilities to conduct research and development and achieve technological innovation. This is a proactive, high-investment, and high-risk strategy. It requires companies to invest a lot in research and development, have strong technical research and development capabilities, and the ability to quickly apply results to practice. At the same time, companies must also have Strong awareness of intellectual property protection. In our country, some large and medium-sized construction companies with strong financial and human resources are more suitable to adopt independent innovation strategies.

4. Cooperative innovation strategy

Cooperative innovation is usually based on the common interests of partners and is premised on the sharing of resources or complementary advantages. There is a clear cooperation According to the goals and rules, all parties involved in the cooperation must have the same investment, participation, sharing of results and risks in the whole process or certain links of technological innovation. Collaborative innovation can achieve economies of scale, eliminate duplication of research and investment, share costs and spread risks. In our country, construction companies generally have weak independent development capabilities, and the integration of industry, academia, and research is a rapid way of technological progress. Cooperating with research institutes and universities to jointly accelerate the transformation of research results into production can quickly improve the technical capabilities of enterprises and ensure the upgrading of technology, achieving a win-win situation for both parties.

(4) Quality culture; integrate the concept of focusing on product quality into corporate culture

1. The top leader of the company should pay attention to the construction of corporate quality culture and be responsible for the corporate quality culture Creator. An enterprise's employees' quality awareness, behavioral performance, understanding of quality improvement and quality control, and emphasis on users are all affected or controlled by the highest decision-maker, that is, the top leader of the enterprise. If the top leaders of an enterprise do not have a strong awareness of quality competition and quality strategy, and do not establish the concept and thought of "quality first", it is impossible to guide and influence all employees of the enterprise to establish such quality awareness and ideas. The construction of enterprise quality culture must start from the top leadership.

2. It is necessary to strengthen the quality awareness education and quality education of all employees in the enterprise, and improve the ideological and technical quality of employees. Enterprise employees are the main carrier of enterprise quality culture. In contemporary society that emphasizes "people-oriented" and technological innovation, the quality awareness and technical quality of employees play a vital role in the quality of products. The construction of enterprise quality culture, with the main goal of ensuring product quality and improving and continuously improving the quality of listed products on the basis of ensuring product quality, must pay attention to the quality awareness education and quality education of all employees of the enterprise, and improve the thinking and skills of employees quality. Establish a strong "quality first" mentality among all employees of the company, and ideologically clarify the strategic significance and important position of implementing quality. It is necessary to establish a sense of quality participation in the enterprise.

3. As a kind of economic culture and organizational culture, quality culture also pays attention to strengthening quality legislation and establishing and improving the enterprise quality responsibility system.

4. As a management culture, quality culture must transform from external management based on disciplines, regulations, and system constraints to a management model based on mobilizing the intrinsic enthusiasm of employees. It must emphasize "people-oriented" Center", create a cultural atmosphere in which talents stand out and inspire the masses' enthusiasm for innovation, and by focusing on promoting talent development as the focus of corporate culture, we will drive the continuous deepening of the entire corporate culture construction.

(5) ISO9000 quality standards; improving product quality in accordance with international standards

It is not easy to ensure the truly effective operation of the quality system on the basis of the old management system. With the publicity and implementation of ISO9000 family standards in the whole society, it is easy for everyone to fall into a misunderstanding: that is, as long as the standards are implemented and the certificate is obtained, the enterprise will have quality management. From the perspective of a modern enterprise, implementing the ISO9000 family of standards should be the most basic requirement for an enterprise.

As we all know, ISO9002 is an external quality assurance standard, while ISO9004 is an internal management standard. We must truly achieve "every project and every service to satisfy customers". Only internal management can be achieved, starting from extensive processes that have a significant impact on quality, including operators, machines, equipment, materials, construction processes, and testing. Analyze and verify factors such as means, environmental conditions, etc., conduct necessary controls, and make verification records.

Secondly, make financial considerations for the company's quality system, that is, make financial reports on quality system activities. We know that a perfect quality system is an important means to optimize quality control on the basis of considering risks, costs and benefits. Therefore, we must closely focus on the core issue of improving quality and economic benefits to carry out activities towards The goals of corporate operations are constantly moving closer to building their own brands and improving competitiveness.

IV. Conclusion

To deepen reforms, construction enterprises must transform their management mechanisms and transform from extensive quality management to intensive quality management. Only in this way, under the conditions of market economy, can construction companies improve and obtain as much output as possible by focusing on quality, obtain the satisfaction of users and enterprises, achieve the purpose of building brands and improving the competitiveness of enterprises.

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