--Record of Zhu Chuanhu, the project manager of "Yuzhou City" at Blue Light Real Estate, and his team

The "Yuzhou Center" project of Blu ray Real Estate is located at the intersection of Changjiang West Road and Fanwa Road. After six rounds of defense and competitive negotiations, our company's good performance and brand image, as well as our understanding and explanation of the project itself during the defense, have been unanimously recognized by Blu ray's senior management and successfully won the bid.

This project consists of 6 high-rise residential buildings ranging from 30-35F, 1 25F office building, 2 commercial buildings ranging from 3-4F, and a basement, with a total area of 112000 square meters above ground and 26000 square meters underground. The key and difficult points of this project lie in the narrow site, no temporary construction site, lack of preparation time for temporary construction and construction by Party A, obstruction of construction by local residents, and simultaneous construction of subcontracted earthwork by Party A. In addition, the construction period is in accordance with the requirements of the bidding documents. The first batch of 1 # and 2 # buildings will complete the pre-sale node from foundation trench earthwork excavation to first floor structure topping construction (including basement and surrounding basement of the main building) from 10-20 to 11-14 days. On October 16th, Party A announced that our company had won the bid and requested to start construction on October 20th.

Under the leadership of project manager Zhu Chuanhu and with strong support from company leaders, the project department carefully organized and worked hard to complete the construction of pre-sale nodes 1 # and 2 # three days ahead of schedule in 22 days, which was highly recognized by Party A. Party A awarded a reward of 30000 yuan per day for 10000 yuan per day, one day ahead of schedule.

So, how did they achieve the seemingly impossible schedule goals set by the owners? And the goal was achieved ahead of schedule, mainly by taking these three powerful key measures:

1、 A sound leadership team and technical measures guarantee are the foundation.

After receiving the engineering task, the company handed over the project to Manager Zhu Chuanhu, who had previously been awarded the title of "National Excellent Project Manager", and requested a military order to complete the arduous task assigned by the owner. Manager Zhu gladly accepted the order and confirmed the formation of project management personnel within three days. Contract negotiations, signing, and preparation for entry were completed with various labor teams, mechanical installation units, scaffolding companies, steel supply units, concrete manufacturers, and others.

The project team immediately entered the state, organized engineering technicians and operation team leaders overnight to familiarize themselves with the construction drawings, optimized the construction plan, formulated construction processes and technical support measures for each sub project, and made all construction technical preparations in advance to ensure strict implementation according to the approved schedule.

Actively adopting new technologies and processes that are conducive to ensuring quality and accelerating progress, the construction process of the buckle frame is adopted in the internal support system of this project.

The first party of this project is designing and constructing at the same time. During the process, there were many unclear areas in the drawings. When implementing the construction plan and discovering problems, they promptly communicated with the designer, the first party, and the supervisor. Based on the actual situation on site, they sought appropriate solutions and did not procrastinate or adhere to rigid rules. If there are sometimes design problems, they should first communicate with the design institute and the first party's design department by phone. Relevant departments should first send opinions in the form of QQ and mobile SMS, and then supplement text materials for backup. Timely resolution to ensure construction progress.

Quality inspectors are required to strengthen process control, follow each step of the process to ensure construction quality, take measures to protect finished products, reduce unnecessary rework and repairs, and ensure construction progress.

There are many members in the construction team. Before each construction process, a quality and technical briefing should be conducted, and detailed and highly implementable measures should be formulated to ensure smooth connection between each process, reduce idle work, and improve work efficiency.

In response to the situation of multiple cross operations, coordinate and arrange the flow and overlap between processes reasonably during construction.

Effective dynamic management and timely adjustment of the implementation schedule to make the daily and weekly plans more operable. Develop detailed implementation plans for each construction phase based on the overall project schedule network. The formulation of the schedule is not arranged in reverse by day, and the key nodes are detailed to the 2-3 hour interval of the day; The labor team is divided into one team during the day and one team at night, and does not adopt the previous daytime team working overtime at night. Instead, some assault team models are used. The purpose of this arrangement is that if the daytime team is continuously required to work overtime at night, the team is prone to fatigue and will not work. The assault team workers do not pay attention to quality and work hard, resulting in idle work and increased costs. Adopting a second shift team for construction is actually more orderly; The project management personnel also work in two shifts, constantly arranging and coordinating construction on site to create conditions for rapid construction; And based on different construction stages and professional characteristics, grasp the key routes in the construction period, and never allow work events on the key routes to be delayed. For non key route work, the time difference can be reasonably utilized to adjust the work completion date appropriately without affecting the planning period, and flexibly arrange construction machinery and labor flow construction. Focus on key points, take into account the overall situation, be tense and orderly, and be busy but not chaotic.

2、 Consistency in pace and organizational coordination are key.

Establish an organizational system and target control system for the implementation and control of construction project progress, implement a construction scheduling center led by the general contracting project manager, strengthen the management of the general contracting, unite all professional forces involved in the construction of this project (including subcontractors designated by Party A), control under the unified deployment of the general contracting, timely communicate information with relevant subcontracting teams, grasp construction dynamics, coordinate the work between internal professional workers, pay attention to the preparation of subsequent processes, arrange handover between processes, timely solve various problems that arise during construction, and promote the completion of their respective construction tasks almost synchronously. And establish a rapid response working group to identify problems, resolve conflicts on the spot, and reduce project losses. For example, the earthwork and pile foundation units designated by Party A for subcontracting were initially uncooperative for their own interests, but the project department coordinated their relationship through communication with the City Appearance Bureau to resolve conflicts that arose during the process.

Establish a schedule control work system, conduct regular inspections during construction, monitor the information flow of the construction process at any time, achieve continuous and dynamic full process schedule target control, compare with the plan, analyze the progress execution situation, and adjust the input of manpower, material resources, funds, and machinery in a timely manner. And timely summarize the successful experience of the previous paragraph, continuously improve and optimize construction technology and procedures, mobilize from top to bottom, and work together.

Pay attention to the on-site coordination meeting system, which can be divided into two forms: supervision meetings and internal engineering meetings. Hold internal engineering meetings with team leaders and relevant personnel every evening to clarify the construction organization plan for the next day, but keep the meeting time within 30 minutes to avoid adding burden to everyone after a hard day.

3、 Grain and forage come first, and economic measures are the guarantee.

The project department has arranged sufficient pre-sale funds in advance to meet the project's demand before the deadline. Based on the actual construction situation, the accounting and material personnel of the project department have sent mobile phone text messages in advance QQ、 Report the fund utilization plan through information platforms and other forms, and the company's finance department will verify and disburse the funds in a timely manner to ensure that the work is not affected by delays in material entry and other factors.

Sign and implement an economic contract responsibility system regarding project duration and progress, including responsibility agreements between the company and the project department, as well as between the project department and the team.

Establish and implement a reward and punishment system for project duration and progress, with the project department implementing it layer by layer, assessing it layer by layer, and fulfilling it layer by layer. And distribute the bonus to each work team in advance, firmly establish the idea of quality first and progress first among all participating personnel, and enhance the sense of responsibility and enthusiasm of all personnel through timely implementation of heavy rewards and punishments for achieving goals.

There is no temporary construction site on site. The project department rented a temporary factory building 500 meters away from the project as a worker dormitory, set up three residential containers on site as temporary offices, and rented a residential house in the surrounding community as a temporary dormitory for management personnel. And at the same time, the low-lying land along the red line in the northwest corner of the project was backfilled and elevated by about 3 meters as a temporary construction site.

Logistics service personnel should do a good job in providing living services, focusing on ensuring that management personnel and teams have comfortable food and accommodation, and that everyone has sufficient rest. The project department has prepared a large number of rain jackets and rain shoes, and there were four days of rainy weather along the way, which also ensured the normal construction of workers.

The team led by Zhu Chuanhu, with the high passion of being able to endure hardships and fight, continues to strive for various goals of the project, and the satisfaction of the owners is their unremitting pursuit.