Supervision knowledge: Super comprehensive construction site management system?

1. Attendance system at the construction site

1. All staff at the project site must attend work on time every day and punch in with fingerprints. After the project starts, the working time is nine hours. 2. When staff go out to perform tasks, they need to ask the project manager for instructions, fill in the field task form, and can only go out after being approved. 3. The project manager must report to the deputy general manager in charge when he is out. 4. Sick leave certificate must be produced. 5. For personal leave, you must apply to the project manager and fill in the leave request form. The project manager will approve it within one day, the vice president in charge will approve it within two days, and the chairman will approve it if it takes more than three days. You can only rest after being approved for leave, and it will be submitted to the administrative department for record. 6. When overtime work is required due to project progress, all staff must obey. The project manager fills out the overtime application form. Overtime wages are calculated separately for staff, but not for project managers. If staff cannot complete their tasks on time due to their own reasons and need to work overtime, overtime pay will not be calculated. 7. Those who are absent from work three times or for three consecutive days without any reason will be dismissed.

2. Regular meeting system at the construction site 1. From the date of the start of the project to the date of completion, a meeting will be held every day. 2. Daily meetings are convened by relevant project managers and attended by construction workers, maintenance team leaders and construction team leaders. Engineering Secretary Records Filing. The project manager can expand the scope of participants in regular meetings based on specific issues. 3. Problems discovered during construction must be submitted to regular meetings for discussion and reported to the deputy general manager in charge for approval. Decisions made in regular meetings must be resolutely implemented.

4. Coordination issues between teams and groups shall be submitted to daily meetings for resolution. Relevant work requirements and the latest project developments are communicated in a timely manner during regular meetings. 5. The weekly meeting is convened by the deputy general manager in charge and attended by the project manager, budgeter, and marketing manager. The project secretary records and files the meeting. The vice president in charge can expand the scope of participants based on specific issues. 6. Coordination issues between production departments and between parties A and B shall be submitted to weekly meetings for resolution. Regular meetings convey the company's latest project developments, latest company documents and spirit.

3. Construction site file management system

1. Project secretaries should strictly implement urban construction file management requirements and do a good job in data archiving. 2. Keep records of daily meetings, weekly meetings and temporary on-site meetings at the construction site. 3. On-site staff should be registered and registered, and copies of ID cards of construction team members should be filed. 4. Arrange and archive the project quantity visa form, project task book, design change order, construction drawings, and project self-inspection data during the project. 5. Organize and archive other documents, materials, and paperwork during the project. 6. Keep all types of archives in categories, make backup copies, and avoid losing them. At the same time, relevant electronic documents will be created for easy reference. 7. To borrow archival materials, you need to go through the borrowing procedures. Fill out the project information loan form and return it in time.

IV. Construction site warehouse management system 1. Materials entering the warehouse must be accepted and signed by the project manager. Unqualified materials will never be put into the warehouse, and the material clerk must handle the return procedures in a timely manner. 2. The custodian must count any materials before they can be stored in the warehouse, register them in the account, fill in the material storage form, and enter electronic documents for future reference. 3. The material account book must have columns such as date, number of entries, number of entries, recipient, storage location, etc. 4. Materials in the warehouse should be classified and stored neatly and orderly, with labels and management, and sufficient passages should be left for easy transportation. 5. Paint, alcohol, pesticides and other flammable, explosive and toxic substances should be stored in dangerous goods warehouses and equipped with sufficient fire-fighting equipment. Open flames are not allowed. 6. If bulk materials and equipment cannot be stored in the warehouse, it is necessary to check the quantity and cover them to prevent them from being exposed to rain and sun to avoid losses. 7. Materials stored in the warehouse must be fire-proof and moisture-proof, and idle personnel are strictly prohibited from entering the warehouse. 8. When materials are shipped out of the warehouse, a requisition form must be filled in, signed and approved by the project manager, and signed by the requisitioner.

9. Borrow tools and equipment and establish a borrowed item account. Strictly carry out the borrowing procedures and collect them into the treasury in a timely manner; implement the principle of whoever receives and keeps it. If there is any damage, promptly notify the material clerk to contact the repair or replacement.

5. Civilized construction management system at the construction site

1. Smoking is not allowed during construction operations. 2. You must go to the temporary toilet to relieve yourself at the construction site, and clean it at any time after use. 3. Materials, components and other items should be classified and arranged neatly. Collect materials, transport earthwork, sand and gravel, etc., and clean and maintain them in a timely manner if they are not spilled along the way. 4. Garbage generated during construction must be sorted into piles and cleared away in time to ensure that the materials are cleared after the work is completed. 5. On-site construction workers must keep their attire neat and tidy and are not allowed to wear slippers to work. 6. The work shed must be kept tidy, cleaned in turns, and domestic garbage and production waste must be removed in a timely manner.

7. Unite comrades and care for others. It is strictly forbidden to work while drunk, make trouble while drunk, fight, form gangs, speak harsh words and hurt others, and do not work hard.

8. Strictly control noise from construction machinery and other equipment to minimize disturbance to residents.

VI. Construction site safety production management system 1. New workers enter the building and receive level three education on safety production. 2. Personnel entering the construction site should wear safety helmets and must use personal labor protection supplies, such as safety belts, etc. correctly. 2. On-site construction personnel must use relevant machinery and equipment correctly, and must check whether all safety facilities are safe and reliable before starting work. 3. Special work types must hold a certificate to work, and wear corresponding labor safety protection supplies for special operations. 4. When using a grinder, first check whether the grinding wheel is cracked or dangerous. Use even force when cutting materials, and clamp the cut parts firmly. 5. When working at heights, fasten your seat belt and it is strictly prohibited to walk around on climbing objects without handrails at high altitudes. 6. Keep the slope stable during deep trench construction, and improve the wall reinforcement measures in a timely manner. 7. The edges of dangerous parts and pit entrances should be strictly guarded and covered, and necessary safety warning lights should be installed.

8. Set up sufficient access roads, horse paths and safety ladders in accordance with regulations. 9. When loading, unloading and stacking materials, equipment and construction vehicles, keep a safe distance from pits and trenches. 10. Designate full-time personnel to direct large and medium-sized construction machinery (hoisting, transportation, rolling, etc.). 11. Small and electric tools should be operated and used by full-time personnel, and attention should be paid to the safety of electricity. 12. Construction workers must abide by safe construction rules and regulations and have the right to reject operating methods that violate the safe construction management system. 13. Safety construction signs must be posted at the construction site. 14. Illegal command and illegal operation are strictly prohibited.

7. Temporary power consumption management system at the construction site

1. All temporary power consumption at the construction site is the responsibility of professional electricians (certified), and other personnel are prohibited from connecting to the power supply. 2. Each level of the construction site must be equipped with various safe distribution boxes. 3. For temporary use of electricity, a three-phase five-wire system and three-level leakage protection shall be implemented, and a full-time electrician shall conduct inspection and maintenance. 4. All temporary lines must use sheathed lines or submarine lines. They must be firmly erected, generally overhead, and must not be tied to pipes or metal objects. 5. It is strictly forbidden to use fancy wires or copper core wires to pull or connect indiscriminately. Violators will be severely punished. 6. All plugs and sockets should be kept intact, and electrical switches cannot be used for multiple purposes. 7. All construction machinery and electrical equipment must not be operated sick or overloaded. 8. Construction machinery, electrical equipment and metal platforms used for construction must be reliably grounded. 9. When connecting to the power supply, the power supply should be cut off first. If working with live electricity, protective measures must be taken, and an electrician of level 3 or above must be present to supervise the work.

8. Construction site security management system 1. Security personnel must be loyal to their duties, stick to their posts, patrol day and night, and protect construction site property from loss. 2. The project manager should set up standard stalls, fences, etc. based on the actual conditions on site, and implement closed construction as much as possible. 3. The project manager should conduct safety inspections on raw materials, finished and semi-finished products in the open air, and if necessary, add safety protection facilities or assign dedicated personnel to guard them. 4. All construction workers must wear work identification tags. Outsiders are not allowed to enter the construction site without permission from the project manager. 5. Security personnel on duty at night must patrol the entire construction area and are not allowed to sleep. 6. When security personnel inspect the site, pay close attention to raw materials, finished and semi-finished products, machinery and equipment, etc., and report any abnormalities to the company in a timely manner. 7. All equipment, tools, etc. brought by the construction team should be registered, and the registration list should be kept by the project secretary for reference by relevant personnel.

8. When the construction team leaves the site, the tools and equipment they bring must have an approval slip from the project manager before they can be taken out.

9. Construction site fire management system 1. Each level of the construction site must be equipped with sufficient fire-fighting equipment. 2. Security personnel must check the integrity of fire-fighting equipment every day and replenish it in time if there is any loss. 3. The place where fire-fighting equipment is placed must be clearly marked. 4. The installation location of fire-fighting equipment should be based on the principle of convenient use, and the placement of fire-fighting equipment should not be changed at will. 5. Staff must be familiar with the use of fire-fighting equipment. 6. Inflammable products such as paint are stored in dangerous goods warehouses. Painters must avoid fire and heat sources when working. 7. All places where open flames are used on the construction site must be ensured to be guarded by dedicated personnel to ensure that fires are extinguished if people escape. 8. Keep firefighting roads clear. Once a fire occurs, personnel should be organized to put it out immediately and report to the fire department if necessary.

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9. Temporary work sheds and other facilities meet the requirements for anti-theft and fire prevention. Regular anti-theft and fire prevention education is carried out, and frequent inspections are conducted to eliminate hidden dangers in a timely manner.

10. Construction site cost management system

1. Implement the cost assessment system 1.1 The project manager first signs a letter of responsibility with the superior leader to clarify the different situations he encounters during the construction process When clarifying the responsibilities, the responsibility cost must be determined (responsibility cost refers to the cost that the responsible person should be responsible for based on the degree of controllability of the responsible person). If the cost is artificially over-consumption within the scope of the responsibility cost, the project manager's bonus will be deducted as a percentage depending on the specific circumstances; if the cost loss is lower than the cost forecast plan, that is, the project cost is reduced, the project manager will be rewarded as a one-time percentage as a percentage. 1.2 Cost control objectives are broken down at each level, responsibility letters are signed at each level, and linked to economic interests to strengthen the economic awareness of all employees. The responsibility letter can be posted on the wall to remind members of the engineering department at all times. 1.3 Specific assessment measures: An assessment group can be established within the engineering department. After each process is completed, the assessment will be discussed and assessed based on the completion of the responsible costs of the members within the engineering department. Within the cost scope of their respective responsibilities, if the cost is saved, 2% of the saved cost will be awarded to the relevant personnel as a bonus. If the cost is excessive and it is artificial, the bonus will be deducted at 1% of the excess cost. 1.4 Before construction, make project cost predictions and plans. 1.5 Cost analysis meetings are held regularly. The main analysis contents are: ① The quantity of work completed on site and the quantity of work signed by the supervisor. ② Labor consumption and expenses, daily labor plan for the next week. ③ Material consumption, transportation costs, material turnover, repair and recycling, material overage and reasons, type and quantity of materials required in the next week.

④Amount of mechanical expenses incurred, maintenance and depreciation expenses, type and quantity of machinery needed in the next week. ⑤ Propose corrective measures for cost control.

2. Focus on material management and use 2.1 Do the basic work before purchasing materials. Before the project starts, the project manager and construction workers must familiarize themselves with and analyze the engineering design drawings repeatedly and carefully, and propose a material application plan based on the actual quantity of materials measured in the project. The application plan should be accurate. 2.2 All sub-projects must control the use of materials, especially stone, wood, sand and gravel, etc., which must be supplied strictly according to quotas and quotas must be implemented. 2.3 Pay special attention to and strictly manage the aspects of material collection, warehousing and exit, material feeding, material use, material replenishment, material return and waste recycling. 2.4 For processes that consume particularly large amounts of material, the project manager will be directly responsible. During the specific construction process, the entire construction process can be divided into several stages according to different construction procedures. Before the start of the process, the construction worker will allocate the quantity of large materials to be used. If the quantity of materials is found to be insufficient during the construction process, the construction worker will report to the project manager. Pick up the materials and explain why the quantity of materials used is insufficient. After the completion of each phase of the project, the construction workers will inventory and report the use and remaining status of materials. The reasons for material consumption or overconsumption will be analyzed and linked to rewards and punishments. 2.5 Implement a lump sum system for the use of some materials, with rewards for saving and penalties for overconsumption. 2.6 Timely discover and solve problems such as uneconomical use of materials, non-measurement of incoming and outgoing materials, excessive material usage and high scrap rate in production. 2.7 The old materials are exchanged for new ones. When receiving new materials, the material user or person in charge must submit the reasons for receiving the materials. The reasons for discarding materials must be submitted in time so that there is evidence to follow and serve as the basis for future rewards and punishments. 2.8 For the cost amortization method of turnover materials in each project, you can try to use the following formula for cost accounting: Amortized amount = one-time usage - (1 + loss rate) / number of turnovers One-time usage: calculated according to construction drawings Amount used for applying for materials and preparing construction work plans. Turnover times: refers to the number of times a new turnover material is used from the first time it is used until this part of the material can no longer be used. Loss rate: Refers to the turnover rate of materials used in a certain project. Based on the frequency of use, characteristics of the project object, length of construction, etc., the amortization rate of the materials used in the project is determined. quantity.

3. Labor resource management 3.1 Before construction begins, not only the construction progress plan must be arranged, but also the labor employment plan for each process should be arranged according to the construction progress plan, and the labor cost shall be calculated according to the labor plan. Discuss this employment plan with the person in charge of the migrant workers before starting construction, so that the person in charge of the migrant workers has an idea.

3.2 Based on the labor employment plan for each process, the project manager formulates the labor cost target in advance and submits it to the superior leadership for review; based on the labor labor cost target, he notifies the deputy general manager of the labor cost allocation plan; after the completion of the project, the labor cost will be within the pre-established target. If the basic level is reduced, 1% of the saved funds will be rewarded to relevant personnel. 3.3 After the project starts, we must strictly control labor quotas, attendance rates, overtime and other issues; promptly discover and solve problems such as unreasonable personnel arrangements, improper dispatch of work, tight and loose work, delays in work, and work stoppages. The number of migrant workers assigned by the construction workers every morning should be basically consistent with the employment plan. Additional migrant workers will be added throughout the day depending on the specific situation. This can avoid the idleness of migrant workers to a certain extent and reduce labor costs. 3.4 During the construction process, the responsibility awareness of the construction team leaders should be enhanced, and issues such as the deployment of migrant workers and accountability should be directly negotiated with the team leaders. 3.5 Before construction begins, sign a responsibility letter and contract letter with the team leader to clarify responsibilities. Hard landscape projects can adopt the method of contracting construction by teams for each construction process: on the premise of ensuring construction quality and construction progress, the construction period, quality, and labor quantity are determined for different construction processes, and the construction is contracted by migrant workers in sections. This avoids many troubles in construction management to a certain extent, reduces the workload of project managers and construction workers, and also achieves the purpose of reducing labor costs. 3.6 For specific labor fee assessment standards, first adopt the above management method. After the completion of the project, compare the labor costs and contract costs of several construction sites, and analyze the floating amounts, so as to adjust the reasonable labor fee quota. 3.7 Engineering department personnel should also be allocated rationally and management should be strengthened. When the engineering manager submits the project contracting responsibility letter to the superior leader, the engineering department manager can propose the engineering department staffing plan. The engineering department manager can arrange the members of the engineering department on his own without affecting the construction progress and meeting the construction quality. Special positions There must be a dedicated person in charge. For other positions, if conditions permit, one person can have multiple positions. 3.8 A competition mechanism can be introduced within the engineering department, and the person in charge of each position will regularly write work summaries and submit them to the project manager. 3.9 Regularly hold some small group activities to enhance the feelings among the members of the engineering department, exercise everyone's team spirit, so that everyone can better understand each other, and thus achieve better collaboration and cooperation in work, with high quality and high efficiency. of completed work.

4. Machinery use and management 4.1 The construction workers will record the usage of all machines every day, and the electricians will repair and maintain the machines in a timely manner. 4.2 For important machinery used in important processes, the project manager shall propose the type, quantity and number of shifts of the machinery before the start of the construction process.

4.3 Large machinery must be commanded by dedicated personnel, control the total number of shifts in advance, and issue daily shift quotas.

11. Construction site quality management system

1. The project manager must explain the technical quality of each process to the construction workers and construction team.

2. Construction workers must have a firm grasp of the process flow and construction technical quality requirements of the project. 3. Landscape art must be meticulous and strive for excellence, respect the laws of nature, be close to nature, and achieve realistic effects. 4. Carefully prepare the preliminary work of the project and prepare a feasible construction organization design. According to the characteristics of different projects, we formulate corresponding construction plans and organize technical innovations to ensure the feasibility and advancement of construction technology. 5. Preparation of construction technology. On the basis of familiarity with the construction drawings, summarize the problems in the drawings, propose specific correction plans based on the company's construction characteristics, and report them to Party A and the design unit for discussion to reach an agreement. , so that the problem can be solved to the greatest extent before entering the construction site. 6. Strictly inspect and accept raw materials, and unqualified raw materials will never be used. 7. Ensure the relative stability of skilled workers, reward skilled workers with particularly strong skills, and eliminate migrant workers with unqualified skills. 8. Construction technology is the key to determining the quality of the project. Good technology can enable operators to achieve twice the result with half the effort during the construction process. In order to ensure the advancement and rationality of the process, the company arranges dedicated personnel to conduct tests on less mature processes, compiles mature processes into work instructions, and issues them to each construction worker. The construction workers will follow these instructions when guiding production on site. The basis shall be given in writing to the workers and signed by the team leader. Process explanation includes tool and material preparation, construction technical points, quality requirements and inspection methods, common problems and preventive measures.

During construction, the details should be disclosed before construction, and the process requirements should be strictly implemented. 9. Strengthen special inspections and solve problems in a timely manner. 9.1 Carry out self-inspection and mutual inspection activities to cultivate the quality awareness of operators. After each process is completed, the team leader will organize the team members to conduct self-inspection and mutual inspection of the process. Technical disclosure of the self-inspection basis and methods shall be strictly implemented. Problems discovered during the self-inspection shall be handled by the team themselves and the self-inspection record shall be filled in. The team shall The inspection records must be filled in completely and the problems found in the self-inspection must be corrected before the construction worker can accept them. 9.2 Carry out process handover activities carefully. After the previous process is completed and before the construction of the next process is carried out, the construction workers will organize the construction team leaders of the upper and lower processes to conduct handover inspections. The team leaders of the next process will inspect the quality of the previous process and provide opinions on quality issues that affect this process. , and fill in the handover inspection record. After the construction worker urges the previous process personnel to make corrections, the next process personnel can proceed with the construction, fundamentally eliminating the existence of substandard products. 9.3 Conduct full-time inspections and clarify responsibilities. Based on the self-inspection of the team, the construction workers must inspect each process of each team leader, with strict requirements, and those who are unqualified must be dealt with immediately. During the inspection, they must identify the reasons for the unqualified results, which are caused by the workers' operations. Or the failure is caused by construction materials or construction methods. After identifying the causes, corrective measures and corresponding preventive measures should be formulated for recurring problems to prevent similar problems from happening again. For unqualified workers caused by their operations, punitive measures should be taken against the workers depending on the severity of the situation, and the reasons for the punishment should be explained to the operators in a timely manner. 9.4 Conduct regular spot checks and summarize and improve. Regularly inspect the construction quality of each project, classify the discovered problems on a regular basis, hold regular quality analysis meetings, organize construction management personnel to analyze and summarize various problems, formulate corrective and preventive measures for special projects, and implement them. This enables construction management personnel to improve their level in the process of continuously solving problems. 9.5 Carry out internal acceptance. After the project is completed and before it is delivered to the customer for use, the engineering department, marketing department and administrative department will conduct a comprehensive acceptance inspection of the project. Any problems found will be reported to the project manager in writing for timely rectification. If necessary, a second internal inspection will be conducted. Only After the internal acceptance is passed, the project can be delivered to Party A for acceptance, thus ensuring that the one-time acceptance is passed.

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