1. Overview

 

　　With the prosperity of the construction industry, various types of construction machinery have been widely used in actual construction. Construction machinery is gradually replacing manual labor and becoming the main force in engineering construction. Both the manufacturing enterprises of construction machinery and the construction enterprises using them have undergone tremendous changes. In particular, the number of construction machinery owned by construction enterprises and the composition of mechanical equipment have changed far beyond our imagination. Such changes have posed new problems for the management of the original construction machinery industry and raised high requirements for the management level of the construction machinery industry. To improve the effective management of construction machinery and equipment, manage them reasonably, solve new problems and difficulties emerging in the new situation of the construction machinery industry, it is necessary to follow the laws of market and economic development and set up more reasonable management models to strengthen the management of the construction machinery industry. Due to the constraints of the industry's own conditions, the influence of the industry market, the constraints of industry standard systems, and the control of internal self-discipline agreements, strengthening the management of the construction machinery industry under the new situation requires significant changes to traditional industry management models. Only through reforms that touch the foundational level of the industry can the revolutionary transformation of the construction machinery industry be gradually completed.

 

　　2. Analysis of Problems in Enterprise Engineering Machinery Management

 

　　2.1 Incomplete Management Organizations and Imperfect Systems

 

　　For any construction unit to do a good job in engineering machinery and equipment management, it must establish a complete construction management organization and formulate clear construction management rules and regulations to ensure that every construction management personnel and construction worker fully understands their responsibilities and bears certain legal responsibilities. This will create a certain binding force and ensure the smooth implementation of engineering machinery and equipment management. Secondly, in most construction projects, machinery and equipment and construction personnel are not fixed and often change frequently due to construction needs, which means that the construction management team members will also change. Coupled with incomplete handover work, these problems greatly affect the quality of engineering machinery and equipment management. In addition, some units do not attach importance to engineering machinery and equipment management and have not even established a special engineering machinery and equipment management team, making the management work nominal. Construction workers use machinery and equipment at will, resulting in the inability to further improve the level of engineering machinery management in China.

 

　　2.2 Non-standard Use of Engineering Machinery and Equipment

 

　　In construction, a large amount of funds has been invested in machinery and equipment. However, because operators have not received professional technical training, operational errors are prone to occur, causing many failures in machinery and equipment. Improper operation by technical personnel greatly shortens the service life of engineering machinery and equipment, reduces the efficiency of machinery and equipment, seriously affects the quality and progress of construction, and causes invisible loss of fixed assets. In addition, such non-standard operations may pose certain risks to the personal safety of operators. This not only affects the overall progress of construction but also greatly reduces the collective competitiveness in construction.

 

　　2.3 Insufficient Management Efforts

 

　　At present, some construction enterprises, in order to reduce management costs and maximize profits, blindly streamline machinery and equipment management organizations and personnel, resulting in a serious disconnect between the management level and the operational level, and insufficient management efforts by construction enterprises on machinery and equipment. Secondly, many construction enterprises have not yet formed a complete machinery and equipment management system, and the management systems for technical data files and ledgers of machinery and equipment are not sound, leading to chaotic machinery and equipment management in specific management work. Coupled with personnel transfers within the enterprise, it is easy to cause insufficient management efforts, seriously affecting the normal construction of the entire project.

 

　　2.4 Insufficient Capital Investment

 

　　At present, some construction enterprises, due to tight funds or blindly reducing costs, do not attach much importance to investment in machinery and equipment, resulting in slow upgrading of machinery and equipment. Some project managers, for convenience, do not consider the overall performance of machinery and equipment, arbitrarily disassemble and assemble them, and even continue to use scrapped machinery beyond the expiration in violation of relevant national regulations. This not only poses a certain threat to the lives of construction personnel but also increases the overall construction cost, ultimately affecting the sustainable development of the entire enterprise.

 

　　2.5 Lack of Professional Repair and Maintenance

 

　　The work of machinery and equipment is a process of chronic wear and tear, and regular maintenance is the primary task to ensure high efficiency of machinery and equipment. On the contrary, in actual use of machinery and equipment, there is a common problem of "only using and neglecting maintenance", that is, ignoring the characteristics of machinery and equipment, overloading them to speed up progress and meet deadlines, and then not paying attention to maintenance. Neglecting maintenance not only reduces the efficiency of reusing machinery and equipment but also accelerates wear and reduces service life. This problem will have a certain impact on the economic benefits of the enterprise project. In actual use of machinery and equipment, for ease of management, the construction site usually adopts a "one person, one machine" work mode, ignoring that machinery and equipment users do not have the technical skills for inspection, maintenance, and repair. As a result, machinery and equipment cannot be maintained and repaired in a timely manner, increasing repair and operation costs when failures or problems occur.

 

　　3. Discussion on Measures to Improve Enterprise Engineering Machinery Management

 

　　3.1 Establish and Improve Relevant Management Systems

 

　　Formulate complete and strict equipment management systems so that equipment management has rules to follow, manage and constrain people by systems, and strictly implement them from beginning to end; ensure fairness and justice, implement fixed machines and fixed personnel, and let employees with operational experience, good skills, and strong responsibility control the equipment.

 

　　3.2 Strengthen Personnel Training

 

　　Professional training should be conducted for management personnel in the enterprise, with skill assessments once a week. Because management personnel play a decisive role in the quality of machinery, enterprises should regularly organize training for them, including skill training and safe use of machinery. At the same time, skill training for machinery operators should also be strengthened to truly achieve the effective integration of theoretical education and skill education, effectively ensuring that every on-site construction worker has high professional skills.

 

　　3.3 Strengthen Cost Accounting for Machinery and Equipment

 

　　Establishing a machinery maintenance fund with dedicated funds can effectively solve the short-term behavior of project departments. The machinery maintenance fund can be extracted from each project department, with the proportion determined by the size or efficiency of the project. Cost accounting should record fuel, lubricants, and maintenance costs on a per-machine basis to keep track of the power, parts consumption, and other miscellaneous expenses required for the equipment to complete unit output. Improve the use records of machinery and equipment, collect basic data on operating shifts, hours, completed output, fuel and parts consumption, summarize monthly, and analyze and evaluate the use effect, so as to compare and adjust the technical indicators of machinery use.

 

　　3.4 Utilize Advanced Management Technologies

 

　　In today's continuously developing technological level, methods for engineering machinery management should be combined with new technologies to innovate management measures. For example, machine refurbishment can, on the one hand, handle the backlog of old equipment caused by trade-ins and expand market share and profit space. Equipment repair refers to maintenance measures taken during the use stage of machinery and equipment to maintain good condition and normal operation, often characterized by randomness, in-situ, and emergency. Refurbishment and repair follow different principles in parts replacement. Overhaul focuses more on correcting damaged parts. For example, a pin shaft inside a machine that should originally be a transition fit may have reached the clearance fit range due to wear. At this time, refurbishment solves the problem by replacing parts, while overhaul restores the original transition fit by adding gaskets and sleeves.

 

　　3.5 Strengthen Machinery Maintenance and Repair

 

　　The enterprise's machinery and equipment must be regularly maintained. Management personnel must understand the importance of regular maintenance of machinery. Only by doing regular maintenance of the enterprise's machinery can they have a good grasp of the performance of the machinery during use. This is also a prerequisite for ensuring good performance of the machinery during work, so as to better ensure the service life of the machinery. When machinery fails, repair work should be improved. In the enterprise, the workload of machinery is quite large. Therefore, in daily life, management personnel should not ignore minor faults of machinery but should repair them in a timely manner. The repair process must be comprehensive and detailed. This can effectively avoid major accidents later and make an important contribution to extending the service life of machinery. In addition, we cannot adopt the past repair method of "mending the fold after the sheep is lost"; we must do a good job in early prevention.

 

　　In summary, in future specific construction, relevant personnel should combine the actual situation of each enterprise, choose the most appropriate and effective measures to achieve effective management of enterprise engineering machinery, thereby effectively ensuring the safety of machinery use and, to a certain extent, increasing the economic and social benefits of the enterprise.

 

　　References:

 

　　[1] Yu Pengyu. Research on Problems and Countermeasures in Engineering Machinery Management [J]. Heilongjiang Science, 2014, 01: 133.

 

　　[2] Song Yingjie. Strengthen Engineering Machinery Management to Improve Enterprise Economic Benefits [J]. Technological Pioneers, 2014, 05: 210.

 

　　[3] Zhang Ruixin. Exploration of Enterprise Engineering Machinery Management [J]. Hunan Agricultural Machinery, 2014, 04: 89+91.

 

　　[4] Zhu Yandong. Research on Current Situation and Countermeasures of Engineering Machinery Maintenance Management in Construction Enterprises [J]. Technological Pioneers, 2014, 01: 28.

 

　　[5] Wang Zhezheng. Brief Discussion on Strengthening the Management of the Construction Machinery Industry [J]. Construction and Budget, 2014, 10: 36-38.