摘要
建筑施工行业的不断发展和市场竞争的加剧，建筑施工企业在经营管理方面面临着越来越多的挑战。本文旨在分析建筑施工企业的管理现状及发展方向，以期为建筑施工企业的提升管理水平和发展战略提供思路。首先，本文分析了建筑施工企业的经营环境、企业战略和内部管理。由于市场环境的快速变化，建筑施工企业需要对外部环境进行科学的预测和监测，以制定相应的应对策略。同时，建筑施工企业需要制定明确的企业战略，以满足市场需求和提高企业盈利能力。此外，建筑施工企业还需要加强内部管理，提高效率和竞争力，例如优化人力资源配置，改进购买管理等。接着，本文探讨了建筑施工企业的发展方向。在建筑施工企业集约化经营方面，本文明确了集约化经营的概念、内涵、内容、层级和过程，指出建筑施工企业应集中优势、提升品质、改进流程、摆脱低附加值业务等方面进行集约化经营，从而降低成本、提高效率，实现资源的最大化利用。在项目精益化管理方面，本文明确了精益化概念、内涵、层级以及过程，说明建筑施工企业应围绕客户价值提升、流程优化、降低浪费以及不断学习和改进的方向进行精益化管理，以提高施工的效率、降低成本和提高项目成功率。最后，本文总结了分析结果，提出结论。建筑施工企业需要结合市场需求和内部特点，加强内部管理，制定合适的战略，并在集约化经营和项目精益化管理方向上进行不断的探索和创新，以提高企业竞争力和稳健发展。在今后的发展中，建筑施工企业需要不断地改进和升级管理方法，以适应市场竞争力的提高和客户需求的日益多样化。只有这样，才能在建筑施工行业中处于领先地位。
关键词：建筑施工企业；管理现状；集约化经营；项目精益化管理；发展方向
CURRENT SITUATION AND DEVELOPMENT DIRECTION OF CONSTRUCTION ENTERPRISE MANAGEMENT
ABSTRACT
With the continuous development of the construction industry and the intensification of market competition, construction enterprises are facing more and more challenges in business management. This article aims to analyze the current management status and development direction of construction enterprises, in order to provide ideas for improving the management level and development strategy of construction enterprises. Firstly, this article analyzes the business environment, corporate strategy, and internal management of construction enterprises. Due to the rapid changes in the market environment, construction companies need to scientifically predict and monitor the external environment in order to develop corresponding response strategies. At the same time, construction companies need to develop clear corporate strategies to meet market demand and improve their profitability. In addition, construction enterprises also need to strengthen internal management, improve efficiency and competitiveness, such as optimizing human resource allocation and improving purchase management. Next, this article explores the development direction of construction enterprises. In terms of intensive management in construction enterprises, this civilization defines the concept, connotation, content, hierarchy, and process of intensive management. It points out that construction enterprises should focus on advantages, improve quality, improve processes, and break away from low value-added businesses to carry out intensive management, thereby reducing costs, improving efficiency, and achieving maximum utilization of resources. In terms of project lean management, this civilization defines the concept, connotation, hierarchy, and process of lean management, indicating that construction enterprises should focus on customer value enhancement, process optimization, waste reduction, and continuous learning and improvement to carry out lean management, in order to improve construction efficiency, reduce costs, and improve project success rate. Finally, this article summarizes the analysis results and proposes conclusions. Construction enterprises need to combine market demand and internal characteristics, strengthen internal management, formulate appropriate strategies, and continuously explore and innovate in the direction of intensive management and project lean management, in order to improve enterprise competitiveness and stable development. In the future development, construction enterprises need to continuously improve and upgrade their management methods to adapt to the increasing market competitiveness and the increasingly diverse customer needs. Only in this way can we be in a leading position in the construction industry.
Key words: construction enterprises; Management status; Intensive management; Lean project management; development direction
目 录
1 建筑施工企业管理现状 1
1.1 经营环境 1
1.1.1 行业市场秩序不规范 1
1.1.2 市场竞争激烈 1
1.1.3 建筑施工企业发展粗放、盈利水平低 2
1.1.4 业主服务模式需求多样化 2
1.2 企业战略 2
1.2.1 做强战略：缺失差异化 3
1.2.2 做大战略：粗放规模化 3
1.2.3 做长战略：缺少专业化 3
1.3 内部管理 4
1.3.1 管控模式方面 4
1.3.2 管理体系方面 5
2 建筑施工企业管理升级方向 6
3 建筑施工企业集约化经营 8
3.1 企业集约化经营的概念及内涵 8
3.2 集约化内容 9
3.2.1 经营管控集中 9
3.2.2 采购管控集中 10
3.2.3 资金管控集中 10
3.2.4 人员管控集中 11
3.2.5 知识管理集中 11
3.3 集约化层级 12
3.4 集约化过程 12
3.4.1 气象站阶段 12
3.4.2 控制塔阶段 12
3.4.3 资源中心阶段 12
4 建筑施工项目精益化管理 14
4.1 精益化概念及内涵 14
4.1.1 围绕客户为中心 15
4.1.2 严控“技术、经济、生产”三条管线 16
4.1.3 关注质量、进度、成本三个要素 17
4.1.4 用好合同和资金管理两个手段 17
4.1.5 追求七个零极限目标 18
4.2 精益化过程 19
4.2.1 标准化阶段 19
4.2.2 精细化阶段 20
4.2.3 精益化阶段 20
4.3 精益化层级 21
4.3.1 企业层级 21
4.3.2 项目部层级 22
5 结论 23
参考文献 24
致谢 25
