On May 11, 2015, the Miyun Shanghewan project of Beijing Urban Construction No.8 Company successfully passed the “five-party” completion acceptance, and project manager Ding Xueliang breathed a slight sigh of relief. Standing on the roof of Building 9, looking out, green hills and clear waters surround the distance, while nearby beautiful garden landscapes and upright English-style residences are scattered in an orderly manner, creating a picturesque scene that is not Jiangnan but surpasses Jiangnan.
The Ding Xueliang Commando Team was established in 2013, with 23 members and an average age of only 31, including 14 post-85s students. Team leader Ding Xueliang serves as assistant manager of Urban Construction No.8 Company and manager of the Miyun Shanghewan Project Management Department. At the time of the team's establishment, at just 34, he was the youngest project manager in the company. Leading such a vibrant yet inexperienced young team, he deeply understands the heavy responsibility on his shoulders.
Since its inception, the Ding Xueliang Youth Commando Team has positioned itself as a “management-oriented, learning-oriented, and innovation-oriented” team. They take the construction of the youth commando team as a starting point, resolutely follow the project management principles of “clear goals, clear processes, clear responsibilities, clear results, and clear rewards and punishments,” implement the “all-staff, all-process, all-around” management concept, and adopt the method of “plan first, process control, clear responsibilities, and combined rewards and punishments” to carry out various tasks. Quality first, safety foremost, strict contract execution, and earnest fulfillment of commitments have earned recognition and trust from the company, construction, and supervision units.
I. Clear Goals, Good Preliminary Planning.
After winning the bid for the Miyun Shanghewan project, based on the project scale characteristics and the company's overall strategic deployment, they set three management goals: project quality to win Beijing's “Structural Great Wall Cup,” construction site to be a Beijing “Green Safety Site,” and operational effect to “ensure profit without loss.”
While actively organizing personnel to enter the site, they carefully carried out construction organization planning, including construction layout, recruitment of construction teams, construction schedule, construction plan measures, and material and equipment entry and exit plans. The project manager personally participated in writing the outline of the construction organization design, and the project team and various business supervisors held three special seminars on the construction organization design.
The project manager signed responsibility letters with the project team members and various departments, decomposed the project management goals, and clarified assessment indicators and reward and punishment measures. Before construction, all staff were organized to hold a construction contract and construction organization design disclosure meeting. The project manager led the preparation of the project operational cost design plan, determined target costs, and formulated operational management strategies and guarantee measures.
II. Process Management, Focus on Innovation and Efficiency.
In the early stage of construction, the project had potential losses in cost design. During construction, they targeted a series of management measures to enhance refined management, reduce construction costs, and strive for innovation and efficiency.
1. They purchased office furniture for the project from Xianghe Furniture Wholesale City and second-hand markets, office equipment through online group buying discount channels, and all office air conditioners were recyclable second-hand products, saving nearly 50% of costs.
2. Subcontracting and material procurement strictly implemented the bidding system. Steel bar bidding and procurement adopted the “Internet+” model. The company cooperated with Lange Steel Network to develop an e-commerce procurement platform, implementing online time-limited bidding with very good results.
3. Labor management, based on real-name management, implemented pre-settlement by part and stage, established weekly inspection and evaluation and actual measurement systems, and strictly linked them with pre-settlement assessments.
4. According to the company's various management measures and standard implementation requirements, combined with the actual situation of the project, they compiled the “Project Department Management Implementation Rules,” focusing on sorting out and coordinating the business workflow of the project.
5. Construction process management implemented the “three integrations,” namely combining standardized construction sites, refined operational management, and informatized project management.
6. Reasonably and evenly organize production, avoid rush to catch up with progress, and avoid winter construction. Under the premise of ensuring the total construction period, reduce schedule costs as much as possible, organize production evenly, and allocate production resources reasonably, without blindly rushing to catch up with progress.
7. Implement quarterly operational inventory assessment and monthly economic activity analysis meeting systems. Do a good job in collecting and organizing basic operational data during the process, “frequent visas, more changes, cautious claims,” and earnestly do a good job in the project's “secondary operation” and “tertiary operation.”
8. Do a good job in internal control, compress management staffing as much as possible, implement multi-post roles, control indirect costs with a total amount, and strictly control non-production expenditures.
Hard work pays off. On November 3, 2013, the project department held a group structure topping-out ceremony for four high-rise buildings on site. Urban Construction No.8 Company was the last of the four general contractors to enter the site but the first to achieve group structure topping-out, receiving unanimous praise from the construction and supervision units and winning honor for the company. At the same time, within the year, the project main body successfully passed the Beijing “Structural Great Wall Cup” evaluation and acceptance, and the construction site successfully passed the Beijing “Green Safety Site” inspection and acceptance. After strict process performance and supervision, the project ultimately turned losses into profits, achieving an excess profit of 6.55 million yuan. Facts once again prove that only by strictly fulfilling contracts, strictly following procedures, strictly controlling costs, and doing every task solidly can fruitful results be achieved.
The project department took advantage of the winter break, APEC and military parade stoppages, and the construction interval before new projects entered the site to carry out external benchmarking learning. They conducted a series of training and education activities with the theme of “sowing dreams, flying hopes,” through employee discussions, expert lectures, visits and exchanges, and other forms, inviting in and going out. They successively visited and learned from China State Construction, Beijing Construction Engineering Group, and brother units within the group, broadening operational ideas, innovating management methods, improving project management levels, and cultivating talents.
IV. Party Building Innovation, Opening Up Local Markets.
Project management is people-oriented. They insist on holding an annual “employee family symposium” and “young employee symposium” to unify employee thinking, listen to the voices of employees and their families, solve practical difficulties for employees, and have received widespread welcome from project employees and their families.
They also carried out the “youth commando team and in-service party members entering the community volunteer service” activity. The Miyun Mixi Community specially presented a banner to the project department reading “in-service party members enter the community, volunteer service offers true feelings.” The project department also received an exclusive interview with Miyun TV. It is worth mentioning that they took this opportunity to establish a “party building co-construction” relationship with the Guoyuan Subdistrict Office where the Miyun project is located, carrying out deeper cooperation and exchanges. This year, the subdistrict office successively assigned two environmental improvement and renovation projects within its jurisdiction to the project department for construction, and a preliminary framework agreement for next year's cooperation intention has also been reached.
V. People-Oriented, Building an All-Around Team.
"Treat employees as family, build the construction site into a home of family care, a classroom for employee growth and success, a warm and harmonious harbor, allowing employees to fully demonstrate their value, release their energy, and feel the warmth of home." This is the ideal project image of project manager Ding Xueliang and secretary Zhao Shuangquan.
The project department always adheres to the “people-oriented” concept, considering the characteristics of employees being far from the city and eating and living on the construction site, and strives to create a comfortable working and living environment for everyone. They built a “staff home” at the project department, successively established teams such as the youth commando team, party member volunteer service team, and site innovation team. While innovating and creating efficiency for the project, they carried out rich and colorful spare-time cultural and sports activities, and conducted various activities such as health checkups for migrant workers, legal education, and serving the surrounding communities, actively shouldering the responsibilities of a state-owned enterprise.
Due to the complete facilities and good sanitary conditions in the project department's canteen, office area, and living area, the Miyun County Housing and Urban-Rural Development Commission Safety Supervision Station, Food and Drug Administration, and Disease Control Center have fully affirmed them in several routine inspections. In 2014, the Miyun County Housing and Urban-Rural Development Commission listed the project department as a representative of Miyun County's construction sites to welcome the re-inspection of Miyun County's “National Civilized and Sanitary County.”
The project always adheres to the purpose of “building the team politically, building buildings and cultivating people,” and through various forms such as signing “mentor-apprentice assistance agreements” and “party member one-on-one help,” with the old leading the new, creating a platform for young team members, boldly using them, and letting them grow through work practice. Team leader Ding Xueliang encourages young comrades in the project to actively participate in various position certificates, professional titles, and qualification examinations, and established a reward mechanism. The Miyun Shanghewan Project Department has successively had 4 people obtain constructor qualification, 6 people obtain junior and intermediate professional titles, 10 people obtain various position certificates, and transported 10 business supervisor talents to the company, making positive contributions to the company's talent reserve for development.
A hundred boats compete, and the diligent rower goes first. Due to tenacious struggle and tacit cooperation, various honors have followed one after another. During the more than two years of project construction, the Ding Xueliang Youth Commando Team has won multiple honors for the company and the group. They have been rated as “Excellent Youth Commando Team of Urban Construction Group,” the project party branch was rated as “Advanced Grassroots Party Organization of the Group,” the project youth league branch was rated as “Advanced Youth League Branch of the Group,” and the project sub-union was rated as “Advanced Staff Home of the Group.” Team leader Ding Xueliang himself has also successively won the honorable titles of “2013 Beijing Excellent Project Manager,” “2014 National Excellent Project Manager,” and “2015 Beijing Urban Construction Group Outstanding Project Manager.” These series of honors highlight the style of the youth commando team as an “all-around team” and also reflect the direction of project management and talent cultivation under the new economic and political normal.
The Miyun Shanghewan project has been successfully completed on schedule. Now, they have set off for the new construction site in Mentougou. The Ding Xueliang Youth Commando Team will surely set sail with full hope and higher goals. We look forward to their return with honors once again!
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