文章來源：湖北國資委 發布時間(jian)：2014-08-13
湖北省工(gong)(gong)業建筑(zhu)集(ji)團(tuan)有限公(gong)司(si)(si)(si)（以下(xia)簡稱(cheng)“工(gong)(gong)建集(ji)團(tuan)”）堅持(chi)不懈推進管理創新，全面實施目標責任制管理，企業發(fa)展規模、質量和(he)效益大(da)大(da)提升，產(chan)值(zhi)從2007年的10億(yi)元(yuan)(yuan)提升到2012年的30億(yi)元(yuan)(yuan)以上(shang)（其(qi)中(zhong)總(zong)承包(bao)公(gong)司(si)(si)(si)和(he)國際工(gong)(gong)程公(gong)司(si)(si)(si)完成產(chan)值(zhi)19.73億(yi)元(yuan)(yuan)），增(zeng)長200%；凈利(li)潤(run)從2007年的-478萬元(yuan)(yuan)增(zeng)長至2012年1219萬元(yuan)(yuan)（其(qi)中(zhong)總(zong)承包(bao)公(gong)司(si)(si)(si)和(he)國際工(gong)(gong)程公(gong)司(si)(si)(si)實現利(li)潤(run)2761萬元(yuan)(yuan)），增(zeng)長355%。
一是實行項(xiang)目(mu)(mu)(mu)目(mu)(mu)(mu)標(biao)(biao)管理。每年，集團公(gong)(gong)(gong)司(si)與(yu)總承包(bao)公(gong)(gong)(gong)司(si)、國際(ji)工程公(gong)(gong)(gong)司(si)簽(qian)訂目(mu)(mu)(mu)標(biao)(biao)責(ze)(ze)任(ren)狀，明確(que)各(ge)項(xiang)任(ren)務指(zhi)(zhi)標(biao)(biao)。總承包(bao)公(gong)(gong)(gong)司(si)、國際(ji)工程公(gong)(gong)(gong)司(si)根據合同條件認真測算(suan)上交比例，與(yu)項(xiang)目(mu)(mu)(mu)部簽(qian)訂目(mu)(mu)(mu)標(biao)(biao)管理責(ze)(ze)任(ren)書，對項(xiang)目(mu)(mu)(mu)管理目(mu)(mu)(mu)標(biao)(biao)、考核評價和(he)獎(jiang)罰(fa)兌現等(deng)作詳盡規定。在具體管理目(mu)(mu)(mu)標(biao)(biao)中，對成本、工程量、工期、質(zhi)量、進(jin)度(du)、文(wen)明施工指(zhi)(zhi)標(biao)(biao)等(deng)都作了定量規定；項(xiang)目(mu)(mu)(mu)經理再把各(ge)項(xiang)指(zhi)(zhi)標(biao)(biao)落實到(dao)具體的單項(xiang)工程和(he)責(ze)(ze)任(ren)人，形成了“橫向到(dao)邊、縱(zong)向到(dao)底、職責(ze)(ze)明確(que)、風險(xian)共擔”的責(ze)(ze)任(ren)機制。
二是實(shi)行(xing)項(xiang)(xiang)(xiang)目(mu)授權(quan)管(guan)(guan)理。在市(shi)場拓展方面，總承包公(gong)(gong)(gong)司立(li)足國內，從中部(bu)市(shi)場拓展至新(xin)疆、內蒙古等(deng)西部(bu)市(shi)場，工(gong)(gong)(gong)(gong)(gong)程項(xiang)(xiang)(xiang)目(mu)遍及19個(ge)省市(shi)區，從單(dan)(dan)一的施(shi)工(gong)(gong)(gong)(gong)(gong)總承包逐步向(xiang)BT、BOT、EPC等(deng)工(gong)(gong)(gong)(gong)(gong)程總承包方式轉變，單(dan)(dan)項(xiang)(xiang)(xiang)合(he)同額攀升(sheng)至20億元。國際工(gong)(gong)(gong)(gong)(gong)程公(gong)(gong)(gong)司有選(xuan)擇(ze)地(di)加大(da)(da)海外(wai)市(shi)場開拓力度，積極推動與上海電氣(qi)、中電投(tou)等(deng)大(da)(da)企業集團的合(he)作(zuo)，目(mu)前進駐七(qi)個(ge)國家實(shi)施(shi)海外(wai)工(gong)(gong)(gong)(gong)(gong)程項(xiang)(xiang)(xiang)目(mu)建設。在項(xiang)(xiang)(xiang)目(mu)管(guan)(guan)理方面，總承包公(gong)(gong)(gong)司和(he)國際工(gong)(gong)(gong)(gong)(gong)程公(gong)(gong)(gong)司強化資金控制權(quan)、項(xiang)(xiang)(xiang)目(mu)成本(ben)控制權(quan)、對外(wai)合(he)同簽訂權(quan)、利益(yi)分配權(quan)，加強對項(xiang)(xiang)(xiang)目(mu)的管(guan)(guan)控。
三是(shi)實行高效集團管(guan)(guan)控。集團公司(si)重點負責(ze)監管(guan)(guan)，嚴把合(he)同(tong)評審(shen)關，通(tong)過綜合(he)評價(jia)防(fang)范各種法律風險(xian)；通(tong)過完(wan)善制(zhi)度、安全(quan)生(sheng)產大檢(jian)查、定期進行質量檢(jian)查等措施有(you)效消除安全(quan)和(he)質量隱患；通(tong)過對(dui)內實行資(zi)金集中(zhong)管(guan)(guan)理、對(dui)外采取銀行授(shou)信等融通(tong)資(zi)金，解決(jue)項(xiang)目(mu)(mu)(mu)資(zi)金短缺的(de)矛(mao)盾；通(tong)過對(dui)項(xiang)目(mu)(mu)(mu)的(de)中(zhong)期檢(jian)查和(he)竣(jun)工審(shen)計，強(qiang)化監管(guan)(guan)效能(neng)，全(quan)方位防(fang)止項(xiang)目(mu)(mu)(mu)效益流失。
四是(shi)推動項(xiang)目(mu)管(guan)(guan)理信息(xi)化。集(ji)團公司對(dui)對(dui)面積在(zai)10000平方米以(yi)上或造價在(zai)3000萬元以(yi)上的單體工(gong)程實行(xing)以(yi)合同為主線、以(yi)成本為核(he)心(xin)的過(guo)程管(guan)(guan)理監控。通過(guo)利(li)用信息(xi)技術，將人、財、物的管(guan)(guan)理集(ji)成到同一個(ge)平臺上，對(dui)材料采購(gou)、工(gong)程分(fen)包及(ji)租賃等各項(xiang)費(fei)用進行(xing)同步監控，信息(xi)傳遞不僅變得便捷(jie)、迅速，而且管(guan)(guan)理部門可以(yi)直接進行(xing)對(dui)比、分(fen)析和判斷，對(dui)發現的問題及(ji)時預(yu)警。
五是(shi)增強基層黨(dang)組織的戰斗力。在(zai)項(xiang)目黨(dang)支(zhi)部(bu)設置上堅持“三個(ge)不(bu)論”的原則：即不(bu)論項(xiang)目大小，保證(zheng)配備三名以上黨(dang)員(yuan)；不(bu)論工(gong)(gong)期(qi)長短，必須組建黨(dang)支(zhi)部(bu)；不(bu)論專兼(jian)職(zhi)支(zhi)部(bu)書(shu)記，一律參加崗位培訓(xun)。項(xiang)目黨(dang)支(zhi)部(bu)積(ji)極引導(dao)黨(dang)員(yuan)充分發揮(hui)先鋒模范作用，引領職(zhi)工(gong)(gong)積(ji)極參與(yu)(yu)工(gong)(gong)程項(xiang)目建設，不(bu)斷(duan)打造集團精品(pin)工(gong)(gong)程，創建企業優質品(pin)牌(pai)。同時對(dui)項(xiang)目實行“三責(ze)(ze)聯(lian)考”，即對(dui)項(xiang)目經理(li)部(bu)的經營責(ze)(ze)任(ren)制、安全(quan)生產責(ze)(ze)任(ren)制、黨(dang)風廉(lian)政建設責(ze)(ze)任(ren)制進行統一考核，使黨(dang)風廉(lian)政建設與(yu)(yu)企業中(zhong)心(xin)工(gong)(gong)作有機(ji)結(jie)合起(qi)來。