1 disadvantages of traditional equipment management system
(1) Multi-level management of the system leads to too many links in equipment management, and the implementation of the system is weak, which weakens the company's macro-control and balance ability of equipment.
Take SMCC as an example, the company has imported 600 tons crawler crane, 300 tons crawler crane, 600 tons tower climbing machine, imported shield machine, trencher and other super-large construction equipment, and the original value of the whole set of equipment exceeds 200 million yuan. At present, the company's equipment management also adopts a more traditional management system. The main equipment is assigned to each branch, and there are three management levels.
Three-level management leads to too long management lines and too many links. The equipment management personnel in the construction site are mainly responsible to the project manager, and there is a phenomenon of desperate struggle for equipment to catch up with the progress of the project to varying degrees, which makes the equipment overused and lacks necessary maintenance. However, the equipment department of the branch company is mainly responsible for the manager of the branch company, paying more attention to the physical form management of the equipment, obeying the project benefits of the branch company more, and not much economic and technical analysis of the equipment. The relevant management system of the company will inevitably be greatly discounted when it is implemented.
Furthermore, because the branches are relatively independent in economy and have different economic status, when large-scale equipment or accessories need the company's unified regulation and balance, the interests of all parties are unbalanced, and it is difficult to reach a unified opinion, which invisibly weakens the company's overall control and management ability of mechanical equipment.
(2) Mechanical equipment is assigned to the branch company, and the benefits created by mechanical equipment are mixed in the benefits of construction projects, which cannot effectively guarantee the funds for maintaining the normal management and maintenance of equipment.
In the eyes of some grass-roots leaders, the equipment only provides services for construction projects, and the benefit created by the equipment in the construction process is the problem that the money in the left pocket of the unit goes to the right pocket, and there is no need to clearly divide it. Sometimes, in order to take care of the enthusiasm of the project manager, a part of the machinery use fee will be compressed, so that the project body can "create" more profits. The maintenance fund and spare parts expenses that lead to normal equipment are often compressed or occupied, and equipment management lacks necessary financial support, so it is difficult for equipment management departments to do a good job in equipment maintenance.
(3) The income and work enthusiasm of equipment managers are affected, and the team of managers is unstable, which directly affects the equipment management level of the whole enterprise.
Equipment management is a comprehensive management based on professional and technical management, including economic management and personnel organization management, which requires high professional skills of relevant managers and requires compound talents who are familiar with both technology and economic and personnel organization and coordination. However, it takes a long time, challenging projects and good incentive mechanism to train an excellent equipment management talent.
Under the traditional equipment management system, the status of equipment managers in construction enterprises is not high, and their income can not be compared with that of construction managers. A lot of equipment daily maintenance and repair work is unknown, and they must provide equipment support for the construction projects ahead. This working state is hard to attract.
In addition, because a large number of projects are started one after another, there is a big gap in management personnel in front of the construction, and the branch often arranges a group of equipment management personnel to strengthen management on the spot. From the perspective of income, the project is attractive enough for them, and they are unwilling to return to their original posts, which aggravates the instability of the equipment management team and cannot further improve the equipment management level.
2 equipment management trends
It is an effective way to solve many problems in equipment management by reforming the original equipment management system and centralizing the lease management of large equipment.
For construction enterprises, centralized equipment lease management system should be implemented to change the unreasonable practice of organizing construction and production with equipment provided by each unit, so that enterprises must organize construction and production on the basis of engineering projects and establish their own independent economic accounting system centered on the cost of engineering projects. Based on the contract signed with the enterprise, the project aims to complete a specific project, so it is impossible for the project to occupy a large amount of machinery and equipment for a long time. It is best to rent the equipment needed in the construction, which requires the establishment of a relatively perfect machinery and equipment rental market inside and outside the enterprise.
Taking SMCC as an example, if a mechanical equipment branch is established, large-scale main equipment will be separated from each branch and centralized for internal and external leasing. Mechanical equipment branch signed equipment lease contracts with various construction branches or project subjects, resulting in economic behavior. Equipment management has changed from pure professional management to business management, and the first-level management has been implemented, which has reduced the management links, enabled the management department to have first-hand information on the use, repair and maintenance of equipment, which is conducive to reducing consumption, saving manpower, material resources and financial resources, conducting technical business training and improving the level of equipment use and management.
As the mechanical equipment department is a relatively independent economic entity in the enterprise, the equipment, as the business object of its assets, must pay attention to the maintenance and repair of the equipment, and they will pay more attention to the preservation and appreciation of the equipment, the optimal allocation of resources and the effective utilization. Under the natural adjustment of the market economy lever, the equipment management level will be directly reflected from the economic benefits, and it will also urge the equipment managers to learn, explore and adopt advanced management methods, so as to obtain the maximum benefits, really mobilize the enthusiasm of the equipment managers, gradually make the equipment management work procedural, standardized, standardized and institutionalized, and improve the management level of mechanical equipment. Good equipment management can eliminate hidden dangers of equipment accidents and put an end to safety accidents. At the same time, under better economic benefits, the income of equipment managers will be improved to a certain extent, the management team will be relatively stable, and various disadvantages under the original equipment management system will be better solved.
3 benefit analysis of centralized lease management of equipment
The purpose of enterprise production and operation is to obtain the maximum economic benefit, and equipment management is the basis for building construction enterprises to improve economic benefit. To improve the economic benefits of enterprises, on the one hand, it is to improve product output and equipment utilization and labor productivity; On the other hand, it is to reduce consumption and production costs. Building construction is characterized by great mobility and changeable production conditions. Only renting machinery and equipment can meet the requirements of these characteristics, reduce the cost of building products and improve the operating efficiency of enterprises.
First of all, after the centralized lease management of equipment is implemented, the professional management of equipment can be further strengthened to ensure that the equipment is in good working condition.
Secondly, it can further improve the utilization rate of equipment and improve the production efficiency of equipment. It can realize rational allocation and scheduling of equipment, strengthen macro-control ability, enjoy equipment resources, reduce repeated allocation and idle equipment, and fully tap the potential of existing equipment.
Third, it can reduce the consumption of raw materials, energy and accessories, reduce the expenditure of repair fees and reduce production costs.
In the process of equipment operation, in order to maintain the normal operation of equipment, a certain amount of material consumption is needed. There are generally spare parts and wearing parts in the equipment. If the equipment is poorly managed and spare parts are consumed, the equipment maintenance cost will be high. At the same time, it will bring a series of losses, such as equipment accidents and quality losses, downtime losses, equipment life shortening losses, overdue compensation losses and so on. It can be seen that the loss caused by poor maintenance is like an iceberg, and the maintenance fee only floats at the tip of the water (see Figure 2). Especially for imported equipment, the cost of spare parts is higher and the import cycle is longer. After a period of operation, the equipment needs to be overhauled. Overhaul cost is an important expenditure in equipment management. If the equipment is well managed, the proportion of major repair costs to production costs can be reduced in the whole equipment life cycle, thus laying a solid foundation for reducing the production costs of construction enterprises.
Fourth, we can further unify the management teams of each branch, compress the management level, reduce the number of maintenance workshops and warehouses, and rationally allocate resources. Taking SMCC as an example, the current situation is that each of the three branches has a maintenance workshop and a warehouse of equipment and materials, with managers and maintenance personnel. If the lease management is unified, maintenance workshops, warehouses, unified managers and maintenance workers can be set up for standardized management, and each branch can allocate some maintenance workers to carry out daily maintenance and maintenance of the equipment in the project, so that the resource allocation is more reasonable and the cost is obviously saved.
In addition, machinery and equipment branches (or equipment leasing companies) can widely contact the external leasing business of equipment, go to the society, and avoid large-scale equipment being idle. In view of the characteristics of strict, standardized and standard equipment management in large state-owned construction enterprises, coupled with strong technical support, if we can strengthen service awareness, we will have a strong competitive advantage, which will help improve equipment utilization and economic benefits.
In fact, if the leasing market inside and outside the enterprise cannot be further developed, it will be difficult to deepen the reform of construction enterprises, and it will be difficult to really implement project cost management. Therefore, establishing a real equipment leasing company is the only way to reform the equipment management system of construction enterprises. If construction enterprises can set up their own equipment leasing branches, take assets as the link, adopt various economic forms, and enliven the management mechanism through the forms of property right transfer, custody, leasing, single-machine contracting, financing and shareholding, etc., they can further activate the enthusiasm of managers, promote the development of equipment management, and lay a solid foundation for deepening the system reform of large state-owned construction enterprises.
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