How to do a good job in the progress control of industrial projects

The measures for the progress control of construction projects should include organizational measures, technical measures, economic measures and contract measures.

1.The organizational measures for schedule control mainly include:

1) Establish a schedule control target system, and clarify the division of responsibilities of the progress control personnel in the construction project site supervision organization as soon as possible.

2) Establish a project progress reporting system and a progress information communication network.

3) Establish a schedule review system and an inspection and analysis system in the implementation of the schedule.

4) Establish the dust control hand of the progress coordination meeting, including the time and place of the coordination meeting, and the participants of the coordination meeting.

5) Establish a management system for drawing review, engineering change and design change.

2.The technical measures for progress control mainly include:

1) Review the schedule submitted by the contractor so that the contractor can carry out the work in a reasonable state.

2) Prepare detailed rules for progress control and guide supervisors to implement progress control.

3) the use of network planning technology and other scientifically applicable planning methods, and combined with the application of computers, the implementation of dynamic control of the progress of the construction project.

3.The economic measures for progress control mainly include:

1) Timely handling of project advance payment and project progress payment procedures.

2) Give generous rush costs for emergency rush work.

3) Reward the construction period in advance.

4) Collect compensation for delayed losses for project delays.

4。Contractual measures. The contractual measures for schedule control mainly include the following.

1) Implement the CM contracting model, and implement sectional design, sectional contracting and sectional construction of construction projects.

2) Strengthen contract management, coordinate the relationship between the contract duration and the schedule, and ensure the realization of the schedule objectives in the contract.

3) Strictly control the contract changes, and the engineering changes and design changes proposed by the parties should be strictly reviewed by the supervising engineer and then added to the contract documents.

4) Strengthen risk management, and fully consider risk factors and their impact on progress in the contract, as well as the corresponding treatment methods. **Project Manager Alliance.

5) Strengthen the management of claims, and fairly handle Lu Brother Qingli's claims.

The measures taken to control the progress mainly include organizational measures, technical measures, contractual measures, economic measures and management measures.

1. Organizational measures: It is to establish an organizational system for progress control, implement the division of responsibilities of controllers at all levels, and establish various systems and procedures related to progress control.

2. Technical measures: It is to adopt advanced schedule preparation technology and advanced control methods and means to ensure that progress control is carried out effectively.

3. Contract measures: It is to adopt the contract model that is conducive to the realization of schedule objectives, clarify the schedule control responsibilities through the signing of contracts, strengthen contract management, and use contract management as a means to ensure the realization of schedule objectives.

4. The economic measure is to ensure the funds required to realize the schedule, and take measures such as rewarding the construction period in advance and punishing the delay in the construction period.

5. Management measures are to improve the level of progress control through internal management, and eliminate or reduce the impact of various factors on progress through management.

The process of controlling the progress of the project.

1. Adopt various control means to ensure that the project and each engineering activity start in a timely manner as planned, and record the start and end time and completion degree of each engineering activity in the process of the project.

2. At the end of each control period (such as the end of the month, the end of the quarter, and the end of a project stage), compare the completion degree of each project with the plan, determine the completion degree of the entire project, and evaluate the progress of the project in combination with the construction period, production results, labor efficiency, consumption and other indicators, analyze the problems, and find out where corrective measures need to be taken.

3. After the schedule deviation occurs, the schedule will be adjusted in time, and the work will be rearranged according to the completed status and actual situation to ensure that the implementation of the project is completed on time.

4. Make arrangements for the next work, estimate the remaining time of some project units that have started but have not yet ended, propose measures to adjust the progress, make new arrangements and plans according to the completed status, adjust the network (such as changing the logical relationship, extending and shortening the duration, adding new activities, etc.), re-conduct network analysis, and improve the new construction period.

5. Review the adjustment measures and new plans, analyze the effect of the adjustment measures, and analyze whether the new construction period meets the target requirements.

1. The reason why the inventory should change and affect the production schedule is that in the end, it is because the effective operation time of the equipment is insufficient and the production schedule is affected. For example, according to the plan, the equipment should be running normally for hours, but now there is too much production for various reasons, and the operation time is less than the hourly shift, and the production will be underproduced. One of the easiest ways to build up a sufficient inventory is to use it when production is out of stock.

It is also a very effective way to deal with unpaid production. But at the same time, the company also pays a heavy price for this, and a huge inventory system takes up a lot of inventory loss. Rather than addressing the root cause of the problem, it is not reasonable to have the inventory management department take full responsibility for schedule control.

Still, this is the main means by which businesses deal with unproductive assets.

2. The failure of emergency repair equipment is the most important reason for the lack of production in many enterprises, reducing the equipment failure rate and shortening the equipment repair time, which is also a measure commonly adopted in progress control. The establishment of a complete set of strict equipment maintenance system is an effective measure to reduce the equipment failure rate. However, most enterprises believe that the probability of equipment failure is random and unpredictable, and often because the production task is busy and does not pay attention to the maintenance of the equipment, the system is in vain, and the attention is paid to the emergency repair after the occurrence of the failure of Changqi infiltration.

In order to shorten the repair time of the ridge, the repair method of replacing parts is adopted, so it is necessary to establish a large-scale spare parts warehouse.

3. Overtime resources are rigid, and the lost time cannot be recovered, and the lost time can generally only be made up through overtime, which requires overtime wages. However, if the equipment is running in three shifts, there is no possibility of overtime, and the loss is irreparable. There is also a situation where even if you can work overtime and can't keep up with schedule, and that's when critical equipment breaks down and repairs take longer than inventory can sustain production.

This is after the inventory is exhausted, the equipment has not been repaired, resulting in the shutdown of the whole line, even if the equipment is repaired and overtime production is impossible to make up for the loss of the entire shutdown.

4. Using the Kanban function of Dayqing, the team leader can establish a public Kanban board to plan the overall goals and specific actions of the team, and can assign it to the specific person in charge on the card.

This needs to be determined in combination with the characteristics of the company's production and marketing matching, if the enterprise is a reserve production and marketing characteristics, that is, it is produced and stored in the warehouse before it is sold. Then the production schedule is mainly determined by the safety stock standard, and when the actual inventory level is lower than the safety stock level standard, production needs to be started. If the enterprise is to order the production and marketing characteristics, that is, after receiving the customer's order before arranging production, then the production schedule is mainly determined by the order, and when the order is received, it is necessary to start production.

Of course, it is also necessary to use the production task control system to coordinate production factors such as man, machine, material, method, and environment, so as to ensure the orderly operation of the production operation system.

In the traditional production management mode, business information is scattered in different departments, personnel, and systems from the signing of orders to the issuance of orders. Relying solely on the manual management of the workshop, the efficiency is low and the errors and omissions are high. According to the experience of human combat preparation, the production is scheduled, and the task is not issued in time; The operation of the equipment depends on people, with low efficiency and high personnel costs; The production schedule is not transparent, resulting in delays in order delivery; The material allocation is unreasonable, and the inventory backlog problem continues.

You can use a set of enterprise management software, and the C2P industrial cloud can help the workshop improve production efficiency in an all-round way.

Most of the difficulties in production management of enterprises are caused by the confusion of production scheduling of enterprises. On the one hand, the production schedule of employees is not accurate, which leads to the delay of production, which makes the subsequent order scheduling chaotic, and the other is that the situation of urgent order insertion cannot be stopped. C2P can help enterprises to manage production scheduling in an orderly manner, from production sequencing to the promotion and management of the production process, the industrial cloud can achieve transparent workshop management, making workshop production scheduling more orderly.

In addition, the industrial cloud uses real-time and accurate data to help enterprises realize the diagnosis and evaluation of process capabilities, adopt more active quality control strategies, and take reasonable anti-blocking measures against potential failure risks, so as to improve the robustness of quality operation and ultimately enhance the comprehensive competitiveness of enterprises.

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