Construction management control of hydropower construction enterprises?

The following is the relevant content about the construction management control of hydropower construction enterprises brought to you by Zhongda Consulting for your reference.

At present, under the general requirements of General Secretary Hu’s "Eight Honors and Eight Disgraces", hydropower construction enterprises must inspire the revolutionary spirit, improve their quality and ability, establish a good image, and deeply understand the rapid development of the national economy and social progress. and new opportunities and challenges brought about by fierce competition in the hydropower industry. At the same time, guided by Premier Wen’s "Raise awareness, unify thinking, firmly establish and conscientiously implement the Scientific Outlook on Development", we must adhere to the path of high scientific and technological content, good economic benefits, and resource consumption. It is a new industrialization path with low environmental pollution, less environmental pollution and full use of the advantages of human resources. Especially in the strategy of developing the western region, developing the hydropower treasures of the western region, realizing "transmission of electricity from west to east", promoting national networking, and optimizing the allocation of resources have become the most important tasks. Building a unified and powerful power grid across the country can give full play to the benefits of water, thermal and regional joint regulation. By then, China will become a veritable power and power in hydropower and electricity. Conscientiously improving construction production and management capabilities with a scientific outlook on development has become a top priority.

The characteristics of modern enterprise management are that under the control of the scientific development concept, it is based on modern cybernetics, systems theory, information theory and modern management science as well as the extensive application of computer networks. It is a comprehensive, spanning multiple Knowledge that combines the theory and practice of a subject. Specifically reflected in: the whole process of management; operation is the cooperation of the entire process; real-time interaction between the internal and external environment of the enterprise. The goal of modern enterprise management is no longer to maximize profits, but to obtain long-term competitive advantages and maximize corporate value.

1. Set goals, clarify ideas and seek development

To break through the bottleneck of low management efficiency, all hydropower construction companies must increase their efforts in management and control. The use of value chain management can solve this problem well: the significance of value chain management is to optimize core business processes, reduce corporate organization and operating costs, enhance corporate market competitiveness, and help companies establish a set of digital management that is compatible with market competition. model to make up for the long-term deficiencies in organizational structure design, business processes and information management of Chinese enterprises, so as to reduce organizational costs as a whole, improve business management levels and operating efficiency, and achieve value growth.

According to the system's capability requirements, decompose and determine the corresponding: cost objectives, circulation objectives, time objectives, and other multiple objectives. Once again, clarify the system network structure composition: nodes (function, quantity, division) connections (number, length, speed). At the same time, we should focus on building soft power based on this as a basic guideline. The so-called construction of soft power means that we must do everything from a political perspective and make it comply with corresponding policies and regulations. Ensure the normal operation of the system and the convenience and smoothness of the network. Ensure value chain management is the core of competitive advantage and give full play to coordination and synergy effects.

Take cost management control as an example: Strategic cost management emerged in the 1990s. It uses value chain analysis, strategic positioning analysis, cost driver analysis and other means to ensure that its core is "cost advantage" rather than simply "Cost reduction" is based on cost management, which decomposes, controls, and accounts projects; it takes progress, quality, and safety as the general outline, and "saving expenses, plugging leaks, and increasing efficiency" as the requirements to govern the overall situation. Combining full employee cost control, full process control, and increasing revenue and reducing expenditure. Comprehensive planning, active action, gradual progress, easy first and then difficult. Because of its competitiveness, extension, long-term and overall characteristics, it has been widely adopted and used by modern enterprises.

2. Precise budgeting, increase revenue and reduce expenditure to create benefits

Implementing comprehensive budget management has become an inevitable trend in the reform of the property rights system. It is an important measure to improve the quality of network information and an effective tool for scientific management. Budget Management is the objective requirement of the information society for time and space management and control.

The comprehensive budget management model is a runnable and operable management control system consisting of budget preparation, execution, internal audit, evaluation and incentives. External environment: Most hydropower construction companies today adopt a short-term, flat, and fast development model. They simply focus on construction speed, low investment, early output, and monetary tightening, resulting in large investments for construction companies, resulting in shortages of funds, low profits, and operational difficulties. Internal environment: Increase in various machinery costs, raw material costs, and personnel salary costs. At the same time, due to the weak awareness of management and control among managers themselves, mental cost indicators have increased, etc.

Key points for the implementation of comprehensive budget management: establish a comprehensive budget management system and standardize corporate governance institutions; refine strategies and decompose indicators; synchronize control and correct management; perform performance appraisals and realize rewards and punishments.

This requires construction companies to think big and start small. On the premise of strategically grasping the overall situation, we can accurately guide market segments and gain absolute advantages. In terms of reducing product costs: striving to create a conservation-oriented organization: "Four Ones", that is, saving a drop of water, a kilowatt hour of electricity, a piece of paper, and a minute; a conservation-oriented project department: eliminating the need for in-depth management of material procurement, project settlement, and equipment and material use Chaos; unnecessary waste of various non-productive expenses, such as phone bills, entertainment expenses, travel expenses, etc. In terms of capital operation: improve the contracting mechanism, rationally adjust the capital structure; implement centralization and unification of funds, revitalize idle and precipitated funds, and increase financial control. Fund management should follow the principle of "limiting expenditure with revenue, promoting revenue with expenditure, collecting first and then collecting The principle of “support, reasonable and effective”.

In terms of logistics: For objective logistics costs (including the sum of tangible material costs and intangible capital costs, material costs also include transportation, warehousing, packaging, loading and unloading, circulation processing, personnel management, information processing, logistics facility investment and operating expenses and other expenses) must be managed and controlled, and close attention should be paid to the management and control of physical circulation costs, information circulation costs, and logistics management costs. In construction and production: vigorously introduce new technologies, adopt new materials and new processes, reduce production consumption and increase profit content.

3. Strong systems and strict requirements to ensure good performance

Due to the scattered project departments of hydropower construction enterprises, high liquidity, lack of rigid and quantitative production planning indicators, and the operability of production responsibility assessment Poor, the measurement standards of input and output are relatively vague, the concealment of accident hazards themselves and the difficulty of prediction lead to confusion in daily management, and ultimately lead to the occurrence of various production accidents.

Establishing and improving various rules and regulations is the fundamental guarantee for the management and control of hydropower construction enterprises. Establishing a good internal operating mechanism and improving the internal quality control system are a strong guarantee for risk control and a necessary condition for adapting to the new situation. Standardization work is in line with this trend of the times. Standardization work is a basic requirement for modern enterprise management. It is the basic guarantee for the normal operation of the enterprise. It promotes the rationalization, standardization and efficiency of the enterprise's production and operation activities and various management tasks. It is the basic prerequisite for the success of construction management control. This requires enterprise management to be supported by the backbone of party members and cadres, and to continuously improve its own and collective capabilities ("capacity" in a general sense refers to the quality that enables an enterprise to achieve excellent performance and maintain a competitive advantage among competitors. , skills, organizational methods, knowledge and skills.), from point to area, forming a radial control network, outline and performance appraisal. There are rules to follow, rules to follow, comprehensive control, and full process control.

System construction is fundamental, and cultural construction is supplementary. Talent is the key to business success. A good corporate image and environment are essential conditions for gathering talents and making the best use of them. Corporate culture is the sum of the business philosophy, ideology, ethics, spiritual outlook and corporate image that has the unique characteristics of the enterprise and is formed through the process of learning and re-learning in the long-term management process of the enterprise. It is a kind of The invisible force profoundly affects the way of thinking, habits and behavior of corporate employees. Excellent cultural awareness is very effective for internal control.

To sum up: clarifying the direction of work, straightening out work ideas, paying close attention to capacity building, laying a solid foundation for development, improving management levels, and creating excellent performance are the inherent requirements and survival rules of all hydropower construction management companies. It is an objective law that must be followed. In terms of management and control, we strive to have the following principles in mind (organized), well-informed (plan carefully), have something in hand (excellent equipment), have merit behind us (quick and efficient), and be famous in the industry (establish a brand). In terms of construction management control awareness, we must achieve: scientific management, careful construction, continuous improvement, and customer satisfaction.

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