论文部分内容阅读
一、工程概况黄河建工集团有限公司南水北调中线工程潮河段第六施工标段,设计桩号SH(3)164+500～SH(3)172+500,标段长度8.0km。标段内4座建筑物,左排倒虹吸3座,分水闸1座。合同工期2010年9月至2013年4月,合同总金额221203506元。二、施工能力公司资质为水利水电总承包一级,先后参与多个大中型水利工程的建设,项目部主要管理人员均长期从事一线施工任务,具有丰富的施工经验、过硬的技术水平,主要项目班子成员9人,部门管理人员9人,技术骨干25人,投入各种施工设备95台套。三、管理水平项目部组建由公司抽调相关人员组成,施工组织、质量、进度、安全控制均由项目部直接管理。项目实行精细化项目管理模式、实行集约化经营,对人员、资金、设备、物资进行统一指挥、统一调度、统一管理。减少了管理机构,提高了管理效率。做到定
First, the project overview Yellow River Construction Engineering Group Co., Ltd. mid-South Water Diversion Project tidal river construction of the sixth section, design stakes SH (3) 164 +500 ~ SH (3) 172 +500, section 8.0km. The four sections of the landmark building, the left row inverted siphon 3, sub-gate 1 seat. Contract duration from September 2010 to April 2013, the total contract amount of 221,203,506 yuan. Second, the construction capacity of the qualification for the general contracting water and hydropower level, has participated in the construction of a number of large and medium-sized water conservancy projects, key project managers have long been engaged in first-line construction tasks, with rich experience in construction, excellent technical level, the main project Team members 9, department managers 9 people, technical backbone of 25 people, invested 95 sets of various construction equipment. Third, the management level The establishment of the project department consists of relevant personnel drawn from the company, construction organization, quality, progress, safety control by the project department directly. The project implements the refined project management mode, carries out the intensified operation, carries on the unified command to the personnel, the capital, the equipment, the material, unifies the dispatch, unifies the management. Reduce the management agencies, improve management efficiency. Do it