【文章內(nèi)容簡(jiǎn)介】 e the project. Tender stage of the project, developers should take quality first, price second, the concept of choice of construction and material suppliers. Construction phase in the process prior to the control of the main things in control and after control, supplemented by the concept of quality control. Quality control in the late stages of the project to the quality of experience for project summary and analysis, customeroriented professional customer service system, and the establishment of quality assurance system. This case study by real estate developers, project quality management methods, models, project developers to enhance the quality of management is the purpose of this study. Keywords: real estate developers。 project quality management。 stage。 method目 錄 I 目 錄 第一章 緒論 ............................................................................................................................ 1 課題研究的背景及意義 .............................................................................................. 1 研究的背景 ........................................................................................................ 1 研究的意義 ........................................................................................................ 1 國(guó)內(nèi)外發(fā)展現(xiàn)狀 .......................................................................................................... 1 國(guó)外項(xiàng)目質(zhì)量管理研究現(xiàn)狀 ............................................................................ 1 國(guó)內(nèi)項(xiàng)目質(zhì)量管理研究現(xiàn)狀 ............................................................................ 3 研究的方法及內(nèi)容 ...................................................................................................... 5 第二章 房地產(chǎn)項(xiàng)目質(zhì)量管理概述 ........................................................................................ 6 房地產(chǎn)項(xiàng)目管理的特征 .............................................................................................. 6 房地產(chǎn)項(xiàng)目管理的過(guò)程 .............................................................................................. 7 房地產(chǎn)項(xiàng)目質(zhì)量管理 .................................................................................................. 8 第三章 富地集團(tuán)房地產(chǎn)項(xiàng)目管理現(xiàn)狀 .............................................................................. 11 富地集團(tuán)管理現(xiàn)狀及問(wèn)題分析 ................................................................................ 11 國(guó)內(nèi)外地產(chǎn)企業(yè)項(xiàng)目質(zhì)量管理分析 ........................................................................ 13 三盛宏業(yè)集團(tuán)項(xiàng)目設(shè)計(jì)階段質(zhì)量管理 .......................................................... 13 萬(wàn)科集團(tuán)項(xiàng)目收尾階段質(zhì)量管理 .................................................................. 15 美國(guó) Pulte Homes 地產(chǎn)公司的先進(jìn)經(jīng)驗(yàn) .................................................................. 17 實(shí)施最低價(jià)中標(biāo)法 .......................................................................................... 17 實(shí)施七步客戶服務(wù)程序 .................................................................................. 17 啟示 ............................................................................................................................ 18 第四章 富地集團(tuán)房地產(chǎn)企業(yè)項(xiàng)目質(zhì)量管理措施 ................................................................ 20 規(guī)劃設(shè)計(jì)階段 ............................................................................................................ 20 工程招標(biāo)階段 ............................................................................................................ 21 施工單位的招標(biāo) .............................................................................................. 21 物料采購(gòu)控制 .................................................................................................. 21 工程實(shí)施階段 ............................................................................................................ 23 執(zhí)行全過(guò)程質(zhì)量控制方法 .............................................................................. 23 健全施工準(zhǔn)備審查制度 .................................................................................. 24 加強(qiáng)分包單位協(xié)調(diào)力度 .................................................................................. 25 把控關(guān)鍵質(zhì)量控制點(diǎn) ...................................................................................... 25 工程收尾階段 ............................................................................................................ 27 目 錄 II 第五章 建立質(zhì)量管理保證體系 .......................................................................................... 28 組織保障 .................................................................................................................... 28 技術(shù)保障 .................................................................................................................... 29 制度保障 .................................................................................................................... 30 文化保障 .................................................................................................................... 32 優(yōu)化外包 .................................................................................................................... 33 第六章 結(jié)論 .......................................................................................................................... 35 參考文獻(xiàn) .................................................................................................................................. 37 致 謝 ...................................................................................................................................... 39 第一章 緒論 1 第一章 緒論 課題研究的背景及意義 研究的背景 改革開放以來(lái)，我國(guó)經(jīng)濟(jì)飛速發(fā)展，社會(huì)主義市場(chǎng)經(jīng)濟(jì)體制逐漸完善，企業(yè)成為市場(chǎng)競(jìng)爭(zhēng)的主體，市場(chǎng)競(jìng)爭(zhēng)日益激烈經(jīng)濟(jì)效益成為衡量企業(yè)管理水平的重要指標(biāo)。在此期間，伴隨著我國(guó)對(duì)外開放的深入，國(guó)營(yíng)企業(yè)、民營(yíng)企業(yè)、三資企業(yè)的發(fā)展，各種項(xiàng)目管理導(dǎo)論、方法和技術(shù)在我國(guó)得到應(yīng)用和廣泛傳播。同時(shí)，隨著我國(guó)住房由福利分配制度向貨幣化分配的改革，房地產(chǎn)行業(yè)逐漸興起，并成為我國(guó)的支柱行業(yè)。但由于我國(guó)的房地產(chǎn)行業(yè)起步比較晚，房地產(chǎn)市 場(chǎng)管理的相關(guān)法律法規(guī)相對(duì)滯后，房地產(chǎn)的管理水平還比較低。 房地產(chǎn)項(xiàng)目質(zhì)量管理包含房地產(chǎn)開發(fā)整個(gè)過(guò)程，按照時(shí)間過(guò)程劃分包括決策階段、設(shè)計(jì)階段、施工階段、租售階段等。房地產(chǎn)項(xiàng)目管理涉及投資管理、組織管理、進(jìn)度管理、質(zhì)量管理等方面。房地產(chǎn)項(xiàng)目的參與單位包括政府部門、開發(fā)商、設(shè)計(jì)單位、施工單位、監(jiān)理單位、物業(yè)管理單位等。房地產(chǎn)項(xiàng)目具有投資金額大、設(shè)計(jì)單位多、時(shí)間跨度長(zhǎng)等特點(diǎn)?？梢?，房地產(chǎn)項(xiàng)目的質(zhì)量