A preliminary study on improving countermeasures for municipal engineering quality management?

A preliminary study on countermeasures to improve the quality management of municipal projects_Xu Xiumeng_Construction Construction_Architecture Chinese Network In my country's infrastructure construction, municipal enterprises bear important tasks, how to continuously and stably improve project quality and promote corporate economic benefits The growth is a long-term research topic facing municipal enterprises. Municipal engineering companies must survive by quality, develop by quality, and operate in the market as soon as possible. Abstract: In my country's infrastructure construction, municipal enterprises bear important tasks. How to continuously and stably improve project quality and promote the growth of corporate economic benefits, It is a long-term research topic facing municipal enterprises. Municipal engineering companies must survive by quality, seek development by quality, and occupy a place in the market economy as soon as possible. Taking municipal engineering companies as the research object, this paper analyzes the problems existing in quality management, uses advanced management ideas and management concepts, and puts forward countermeasures to solve the problems. It aims to guide municipal enterprises to establish integrated and comprehensive management with quality as the pillar and realize a leap forward in enterprise management concepts and management mechanisms. Keywords: Municipal Engineering; Quality; Management; Countermeasures; Improvement 1 Problems existing in the current quality management of municipal engineering There are some common problems in the current quality management of municipal engineering in my country. Based on practical work experience, the author summarizes them as follows: Aspects: ① The management ideas of senior managers cannot adapt to the needs of situation development, and the management ideas and management models formed under the planned economic system need to be improved. Middle managers are not good at learning, are impatient, their management methods and methods are backward, and their overall quality needs to be improved urgently. ② The personnel structure is unreasonable, with too few construction management personnel, too many logistics personnel, overstaffing, lack of effective incentive and restraint mechanisms, and the inability to mobilize the enthusiasm and creativity of construction management personnel. ③The quality responsibility system does not achieve the unity of responsibilities, rights and interests, cannot be fully implemented, or even exists in name only; at the same time, the quality work has no plan and lacks goals. It takes one step at a time and only counts where the work is done. It cannot form a team that strives for all employees and is committed to their goals. Thinking in one place and working hard in one place.

To solve the above problems, improvements must be achieved, and the author proposes relevant countermeasures. 2 Implementing total quality management

2.1 Basic work

Doing a good job in the basic work of quality management is the beginning of total quality management. These basic tasks need to be vigorously advocated by the company management. Only by doing it in a down-to-earth manner can we ensure the smooth development of follow-up work.

(1) Quality education work. For the quality education of employees of municipal engineering companies, we can start from two aspects: ① Education to enhance quality awareness and education of basic knowledge of total quality management. In this way, we will strengthen the concept of "quality first, reputation first, and customer first" among all employees, overcome misunderstandings about quality, and enable all employees to have a general understanding and mastery of the basic knowledge and management methods of total quality management. , and use it flexibly in conjunction with their own work; ② Professional and technical education and training. This kind of education and training should be combined with the professional work characteristics of employees and provide professional technical education and operational skills training to improve employees' basic skills and technical business work levels to adapt to the objective requirements of technological progress such as new equipment and new technologies.

(2) Standardization work. To do a good job in the standardization work of the enterprise, special attention should be paid to the following points: ① Have a serious work attitude; ② Full participation of all employees; ③ Make full use of modern management technology; ④ Keep the standards of each department consistent, complete and regularly revised; ⑤ The standards are written and the content is clear and specific. (3) Measurement work. The focus of the metrological work of municipal enterprises is the equipment of measuring instruments and test and laboratory equipment. It is required that the measuring instruments required on the construction site are fully equipped, the values ??are accurate, and managed by dedicated personnel. The laboratory's laboratory tests, analytical instruments, and test equipment are of stable quality and display value. Accurate and consistent. All measuring instruments must be calibrated regularly, damaged measuring instruments must be repaired in time, and appropriate measurement methods must be selected according to different situations. Establish and improve various measurement management systems. Establish a job responsibility system, a measuring instrument inspection system, a hierarchical management system, a value transfer system, an instrument and equipment maintenance system, etc. Carry out calibration work on measuring instruments.

In addition, measuring instruments must be properly kept by dedicated personnel, and they must be updated and scrapped in a timely manner. (4) Quality responsibility system. To establish a quality responsibility system, we must combine the requirements of the quality management system and formulate quality responsibility systems for various departments and personnel at all levels according to different levels, objects, and businesses, so that the entire company can form a system with clear responsibilities, comprehensive coverage, and vertical and horizontal arrangements. A sequenced and hierarchical quality responsibility system network; when establishing a quality responsibility system, we must proceed from the actual situation of the company, be down-to-earth, and strive for practical results. Tasks and responsibilities should be as objective and reasonable as possible, as well as concrete and quantitative, so as to facilitate Implementation and assessment; there should be supporting quality reward and punishment measures, and a "quality veto system" should be implemented, which must be implemented in place. Assessments must be conducted at the end of each year based on the completion of quality responsibilities. The assessment must be careful and meticulous, and seek truth from facts. Rewards will be awarded and penalties will be punished.

2.2 Implement engineering process management

(1) Design process. Quality management of the design process is the primary link in total quality management. However, as a construction company, the design process does not involve much. It mainly refers to working with the construction unit to review the design documents, technical explanations, and construction after the construction task is contracted. Organize design, formulation of construction plans, preparation of construction drawing budget and technical data, etc. At this stage, we must be patient and meticulous, fully consider the problems that may be encountered during construction, put forward modification suggestions as early as possible on the areas in the design drawing that are inconvenient for construction, and formulate a detailed and reasonable construction plan and construction organization design to facilitate construction. The next phase of the construction process is underway. In addition, we must put an end to the aimless practice of violating work procedures and designing and constructing at the same time. (2) Construction process. The construction process is the basis for project quality and the basic link of quality management. The basic task of construction process management is to ensure the quality of the project and establish a management system that can stably produce qualified projects and high-quality projects. At this stage, the following work must be done: organize quality inspection work, including inspection of raw materials, semi-finished products, and finished products, quality assessment of construction processes and final quality assessment; scientific organization, strict management, and civilized construction; organize each process Quality control, establishing management points. (3) Usage process. After the project is delivered, the use process is also a process that tests the actual quality of the project. It is the continuation of the company's internal quality management and the starting point and destination of total quality management. The basic task of quality management in this process is to improve service quality, including pre- and post-delivery services, ensure the actual use effect of the completed project, and continuously encourage enterprises to research and improve project quality. Mainly do the following: carry out technical service work; conscientiously do return visits and collect customer opinions; promptly solve problems that arise after the project is delivered.

3 Promote management by objectives Management by objectives is a management procedure in which managers focus on achieving organizational goals by working with lower-level leaders. Management by objectives combines work- and people-centered management skills and management systems. To implement target management in municipal engineering companies, the following methods can be adopted: (1) Study the company's quality objectives and determine the sub-objectives of each department and unit. In accordance with the requirements of the quality management system, the company will set quality goals every year in the future. After the company's quality goals are released, each department and unit will take time to break them down and formulate their own sub-goals. Each sub-goal must be subordinate to the company's overall goals. Target. In the process of setting quality goals, we should pay attention to three points: First, the goals must be achieved through hard work, and cannot be too low or too high; second, the goals must be as clear, specific, quantitative, measurable, and easy to Organize implementation, inspection and assessment; third, the lower-level target projects must provide comprehensive support to the upper-level target projects, and corresponding measures should be enriched according to the actual situation. (2) Combine objective management with performance appraisal. Once the quality goals are determined, measures must be taken to assess the achievement of the goals, otherwise the goals will lose their meaning. The implementation of goal management is to combine employees' personal goals with corporate organizational goals, and combine small goals with big goals to achieve the purpose of motivating and cultivating employees, and ultimately achieving organizational goals.

Through regular assessment of employees' achievement of goals, employees' work enthusiasm and fulfillment of quality responsibilities are measured, so that appropriate incentive measures can be taken.

In the process of assessment of rewards and punishments, we must adhere to the principle of democracy and openness, and publish the results of the quality target assessment through meetings, documents, etc., so that all employees can understand the overall goals of the company and everyone's work They all have close ties and form a good atmosphere of unity and hard work.

Performance appraisal provides managers with an opportunity. Managers at all levels can review work performance with employees, affirm achievements, identify gaps, and test whether managers’ incentives for employees are effective. During communication, In the process, managers and employees can unify their thoughts and understandings, so that employees can correctly deal with problems and gaps and better serve the enterprise.

4 Reengineering the quality management system

4.1 Writing quality system documents

Writing quality system documents is a very important task and is the key to the success or failure of reengineering the quality system. , General quality system documents include quality manuals, procedure documents and supporting supporting documents. The quality manual is the fundamental document for the operation of the entire system, standardizing the requirements for all quality activities of the company, and internally serving as the quality code of conduct for all employees. Procedure documents are standard procedures that regulate how the company's various quality activities are performed, and are the refinement and re-explanation of the quality manual. The preparation of documents can be carried out according to the following steps: ① Find a good consulting company, and the consulting company will send people to guide the preparation of documents; ② Form a document writing team, designate the editors and reviewers of manuals and program documents, and ask them to prepare the documents within the specified time. Complete the writing work within 3 days; ③Collect information extensively and draw useful things from it. These materials include quality manuals and procedural documents of certified sister units; ④ The writing team should solicit opinions from many parties, carefully prepare documents, and ensure that satisfactory quality system documents are produced on time. 4.2 Implement and pass the certification audit During the implementation process, the following points should be noted: (1) Carefully organize the internal audit. Strengthen the training of internal auditors so that the quantity and quality of internal auditors can meet the needs of corporate audits. Each internal audit must review each department and quality process.

(2) Clean up all quality system documents. In addition to writing new documents, attention should also be paid to the revision, cleaning, archiving, and destruction of original documents, cataloging, and keeping records.

(3) Apply for version change review in a timely manner. After an internal audit, if the enterprise believes that the established quality system meets the requirements of the new standards and is operating effectively, it can promptly submit a written application to the certification center for certification audit according to the new standards. After the certification center accepts the application, the enterprise should contact the certification agency and the business office regarding the certification audit, and be prepared for the certification audit.

5 Strengthen safety management awareness

In order to maintain quality and maintain good production efficiency, safety management aspects must be included in operating procedures and standards. The specific approach is: the company's top managers must pay attention to safety management and demonstrate their high concern for safety issues with practical actions. Establish documented safety production and civilized construction management regulations to prevent the occurrence of various casualty accidents and ensure a safe and civilized construction environment. It is advocated to emphasize safety issues once a day, and cultivate the habit of subordinate units to emphasize safety issues in daily morning meetings or small meetings during work breaks. Establish a safety production responsibility system. Can be combined with quality management accountability. Carry out learning activities on safety laws and regulations. Set up safety production warning slogans at the construction site, such as the "Ten Safety Prohibitions" and "Ten Safety Technical Measures" to remind employees to pay attention to safe and civilized production.

References [1] Zhong Deyu. Implementing management by objectives is an effective way to improve corporate competitiveness [J]. Construction Enterprise Management, 2004, (12). [2] Zhang Wenhuan, Su Lianyi, Liu Guangxia. Questions and answers on management by objectives [M]. Beijing : Peking University Press, 2005. [3] Pan Yuzhou. Modern enterprise quality management [M]. Beijing: Economic Management Press, 2006. [4] Li Jun. Discussion on several difficult issues in implementing the 2000 version of the ISO9000 standard [J ]. Construction Enterprise Management, 2003, (29). [5] Lou Weineng. Modern Quality Management Guide [M]. Beijing: Enterprise Management Press, 2004.msg:

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