【導讀】量負全責，是項目工程質(zhì)量的第一責任人。對參加本項目施工的職工進行質(zhì)量管。定、規(guī)程、制度和措施，并進行檢查。訂，合理調(diào)配各種施工資源,按合同組織施工。具體組織質(zhì)保體系的有效運行，嚴

　　

【正文】 charge of the professional staff. 項目部要在施工現(xiàn)場設立現(xiàn)場倉庫和材料堆場，指定專業(yè)負責材料保管和值班保衛(wèi)工作。 All procedures should be strictly plied with. Supply and plan for site should be approved by the relevant department. 要嚴格材料發(fā)料手續(xù)?，F(xiàn)場材料的供應，要按工程用料計劃、持有審批的領料單進行，無領料單或白條子不得發(fā)料。 Materials which are directly sent to the site should have the storing approval. 直發(fā)現(xiàn)場的材料物資也必須辦理入庫手續(xù)和領料手續(xù)。 Site codes for materials should be clear, safe and wellsigned. 現(xiàn)場材料 碼放要整齊、安全并做好標識。 The record of material list should be accurate, real, plete to ensure the easy recognition and check. 材料員對質(zhì)量記錄的填寫必須內(nèi)容真實、完整、準確，便于識別、查詢。 杭州 ****制藥新生產(chǎn)基地項目 21 after Material Verification and Dealing with Surplus Material After the pletion of the project, project department must do a contrastive analysis between the expected materials and actual consumed materials to find out the saving or consuming reasons and present the written report to the construction team. Material consumption should be canceled strictly according to the relevant regulations. 工程結(jié)束后，項目部必須進行預算材料消耗量與實際材料耗用量對比分析，找出節(jié)約（超耗）原因，并對施工作業(yè)隊材料使用情況進行書面說明。材料消耗量嚴格按照定額規(guī)定進行核銷。 Project department should strengthen the site management to avoid loss and waste. After the pletion of the project, each construction team should report to the manager the remaining materials and handle the waste materials after the manager’s approval. Direct evaluation of the products is not allowed. 項目部要加強現(xiàn)場管理，杜絕材料的損失、浪費。工程結(jié)束后，各施工隊對現(xiàn)場的余料、廢舊材邊角料進行處理時應填報，經(jīng)項目經(jīng)理認可簽字后方可處理。不得將材料成品直接作價處理。 Material keepers should anize relevant staff to do reuse of the remaining materials, and direct selling is not allowed. 材料員要經(jīng)常組織有關人員把可二次利用的邊角余料清理出來，不準作為廢鋼鐵出售，力求達到物盡其用。 杭州 ****制藥新生產(chǎn)基地項目 22 Offers the Equipment Management （總包方）提供設備的管理 Material charger is responsible to coordinate with the owner. 物資部設備員負責業(yè)主（總包方）提供設備的協(xié)調(diào)管理。 Comprehending the supply of the equipment, materials charger should coordinate with the owner about the equipment supplying according to the construction schedule. 掌握設備供貨情況，負責與業(yè)主（總包方）協(xié)商設備供應方面工作，根據(jù)施工進度網(wǎng)絡計劃，編 排或確認分包單位編制的設備進場計劃。 Relevant staff should receive the change notice and transmit it to relevant department, also they check and solve problems appeared in the process. 參加接受現(xiàn)場發(fā)出的設計修改通知單，及時向有關部門轉(zhuǎn)交，并對其中的設備問題解決情況進行跟蹤檢查，督促落實。 Relevant staff should attend thematic meetings, municate on some information and master the construction schedule, installation requirement, equipment mobilization and equipment quality, etc. They also should arrange big equipment entering and sending with the coordinating department. 參加工程例會及有關專題會議，溝通信息，掌握工程進展情況、設備安裝要求、設備進場時間、設備質(zhì)量問題等，協(xié)同運輸部門安排重大設備出、進庫計劃，協(xié)助對大型設備出庫沿線道路及現(xiàn)場卸車、存放條件的查看落實。 Relevant staff should anize, supervise, guide and coordinate with contractor to do the inspection to equipment, be responsible to solve problems appeared in the inspection process. 組織、監(jiān)督、指導、協(xié)調(diào)分包單位對業(yè)主設備的驗證工作，負責與業(yè)主（總包方）聯(lián)系，商定在設備驗證過程中發(fā)現(xiàn)的缺陷、缺件、不合格等問題的處理方 杭州 ****制藥新生產(chǎn)基地項目 23 案。 Supervising and checking the equipment inspection periodically to make sure that all procedures have been carried out correctly. 監(jiān)督并定期檢查作業(yè)隊設備到貨驗證后 是否按有關規(guī)定進行標識、儲存和防護、對設備的驗證資料、移交清單等技術資料是否按要求整理、歸檔。 Distinguishing each construction team’s equipment transmission, equipment cost, sending fee, defection handling cost’s calculation, construction analysis, collection as well documentation. 劃分施工隊之間的設備分交、 設備費用、出庫費、缺陷處理費的收取、結(jié)算、工程設備的統(tǒng)計、匯總、歸檔。 杭州 ****制藥新生產(chǎn)基地項目 24 12. Product Identification and Traceability Materials procured or provided by the Vane Wheel should be labeled。 special labels are necessary if distinguishment of product or phases of projec t are needed on any occasion. 顧客提供或從其處獲得的產(chǎn)品應做標記；如果需要產(chǎn)品或項目階段的辨別，應特別做記號。 12． 2 A proper labeling planning should be made before the execution of any project by the use of labels, seals, boards, cards or logs, etc. 在項目執(zhí)行中使用標簽，封條，盤或板，卡片或商標之前，應制定適當?shù)臉撕炗媱潯? The seal by the quality assurance team in one project should be unique。 由質(zhì)量保證隊伍 對 一個項目所貼的封條應是獨一無二的； 杭州 ****制藥新生產(chǎn)基地項目 25 Control 過程控制 Project schedule control should set the pletion of the construction as the goal. 項目進度控制應以實現(xiàn)施工合同 約定的進度目標為最終目標。 Project schedule control should establish a team leaded by the project manager, charged by each department, and controlled by each construction team leader. 項目進度控制應建立以項目經(jīng)理為責任主體，由項目部各部門負責人和作業(yè)隊長及班組長參加的項目進度控制體系。 The beginning date, ending date and the general construction period should be confirmed according to the architecture project construction contract. 根據(jù)《建筑工程施工合同》確定的開工日期、竣工日期和總工期確定工程項目施工進度目標。 Splitting the goal means the process relation, anization relation, connection relation, starting and ending time, environmental condition, and the resource condition should be confirmed, and the construction schedule should be piled. 目標分解，即根據(jù)工程項目工藝關系、組織關系、搭接關系、起止時間、 環(huán)境條件、資源情況 確定并編制施工進度計劃。 Project department will pile the general construction schedule and take the responsibility to pile and check the construction team schedule. 項目部編制施工進度總計劃，并負責編制或?qū)徍俗鳂I(yè)隊施工進度計劃。 Organizing and carrying out the construction schedule. 組織 實施施工進度計劃。 杭州 ****制藥新生產(chǎn)基地項目 26 of Construction Schedule Construction schedule generally means the prehensive construction schedule of the whole project, which will ensure the construction order, time and the bining relations. This schedule is made based on the contract and real construction situation. Construction schedule includes the general schedule and the subschedule. 施工進度計劃一般是 指 建設工程項目 綜合性 的施工進度計劃。它是用來確定建設工程項目中所包含的各單位工程的施工順序、施工時間及相互銜接關