Research On Lean Control And Management Of Engineering Change

With the economic and technological innovations,real estate companies continue to increase the scale and investment of projects.And the types of new materials and technologies in the market are more diversified.In addition,the project itself has the characteristics of long construction period and huge resource consumption,which has led to the frequent occurrence of engineering changes in the whole process of project construction.Negative and unfavorable engineering changes have a serious impact on the quality,schedule and target cost of the project,and greatly reduce the management efficiency of the staff.Although many enterprises have taken a series of measures to control engineering change,but they have not really applied the lean management idea in all aspects.In order to avoid the risks caused by various changes of the project from the source,reduce the frequency of occurrence and improve the management efficiency,it is important to study how to apply the lean management mode to the whole process control and management of engineering change.Firstly,this paper investigates and analyzes the background of engineering change control and management,and summarizes the significance and purpose of applying lean management to engineering change control and management.Secondly,the paper analyzes the basic theories of engineering change and lean management,as well as the causes and effects of the changes,so as to provide a theoretical basis for the better application of lean management thought in change control and management.Then,combined with the status quo of the Vanke Group's central and western regional project engineering changes,summed up the three problems in the project change control and management in the emergence stage,and then put forward the specific application of lean management thought in the whole process control and management of engineering change,mainly including:Firstly,the lean control points of engineering change in each stage of project construction should be comprehensively reviewed,and the post-control should be transformed into the pre-prevention control,so as to reduce the risk of engineering change from the source;Secondly,under the premise of making preventive control of engineering changes,A Minimum Relative Entropy Aggregation Model on Group Decision Making to select engineering change scheme preferably with more detailed indicators is established.By selecting unified evaluation indicators,comprehensive evaluation and calculation of multiple alternative change plans are carried out.Ensure that under the premise of balancing the interests of all parties,select the change plan with the highest recognition of each participating party;Thirdly,standardized management procedures,quantitative assessment and incentive system are formulated,and PDC(Partner Development Center)system is introduced for information sharing to realize the lean control and management of full-cycle change;Then the feasibility and advantages of lean management thought in project change control and management are verified through the case study of Vanke Huashan Purple Bay Project;Finally,the paper points out the shortcomings of the article and the future research directions.This paper explores the specific application measures of lean thought in engineering change control and management by combining theoretical research with case analysis.It improves the drawbacks of traditional management mode of engineering change with detailed,quantitative and standardized management principles,which provides new ideas for effective change control and management.