【正文】 位、物業(yè)管理單位等。 房地產(chǎn)項目質(zhì)量管理包含房地產(chǎn)開發(fā)整個過程，按照時間過程劃分包括決策階段、設(shè)計階段、施工階段、租售階段等。同時，隨著我國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，并成為我國的支柱行業(yè)。 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 國內(nèi)外發(fā)展現(xiàn)狀 .......................................................................................................... 1 國外項目質(zhì)量管理研究現(xiàn)狀 ............................................................................ 1 國內(nèi)項目質(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)項目質(zhì)量管理概述 ........................................................................................ 6 房地產(chǎn)項目管理的特征 .............................................................................................. 6 房地產(chǎn)項目管理的過程 .............................................................................................. 7 房地產(chǎn)項目質(zhì)量管理 .................................................................................................. 8 第三章 富地集團房地產(chǎn)項目管理現(xiàn)狀 .............................................................................. 11 富地集團管理現(xiàn)狀及問題分析 ................................................................................ 11 國內(nèi)外地產(chǎn)企業(yè)項目質(zhì)量管理分析 ........................................................................ 13 三盛宏業(yè)集團項目設(shè)計階段質(zhì)量管理 .......................................................... 13 萬科集團項目收尾階段質(zhì)量管理 .................................................................. 15 美國 Pulte Homes 地產(chǎn)公司的先進經(jīng)驗 .................................................................. 17 實施最低價中標法 .......................................................................................... 17 實施七步客戶服務程序 .................................................................................. 17 啟示 ............................................................................................................................ 18 第四章 富地集團房地產(chǎn)企業(yè)項目質(zhì)量管理措施 ................................................................ 20 規(guī)劃設(shè)計階段 ............................................................................................................ 20 工程招標階段 ............................................................................................................ 21 施工單位的招標 .............................................................................................. 21 物料采購控制 .................................................................................................. 21 工程實施階段 ............................................................................................................ 23 執(zhí)行全過程質(zhì)量控制方法 .............................................................................. 23 健全施工準備審查制度 .................................................................................. 24 加強分包單位協(xié)調(diào)力度 .................................................................................. 25 把控關(guān)鍵質(zhì)量控制點 ...................................................................................... 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 .................................................................................................................................. 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，我國經(jīng)濟飛速發(fā)展，社會主義市場經(jīng)濟體制逐漸完善，企業(yè)成為市場競爭的主體，市場競爭日益激烈經(jīng)濟效益成為衡量企業(yè)管理水平的重要指標。 project quality management。s existing real estate project analysis of the status of quality mana gement, project quality in digestion and advanced management methods and experience, based on the establishment of a rich real estate projects to Group quality management approach, that the total quality management in the real estate project management, the necessity and role. This paper analyzes the rich to the Group39。 關(guān)鍵詞： 房地產(chǎn)開發(fā)商 ； 項目質(zhì)量管理 ； 階段 ； 方法 ABSTRACT ii ABSTRACT Project quality has bee the lifeblood of the Panestate business. Real estate businessdriven enterprise is a typical real estate project quality management has bee a major real estate project management content. Cheap real estate pros and cons of project quality management, understanding of business management for the current project quality shortings and weaknesses, develop improvement plans, improve project quality management, enhance the petitiveness of enterprises, China39。在項目后期質(zhì)量控制階段要進行項目質(zhì)量的經(jīng)驗總結(jié)和分析