GMS-09 技术管理手册

GMS管理体系文件之九大连万恒房地产开发有限公司技术管理手册（初稿）受控状态：受控号：持有人：文件编号：DLWHGMS—09A发布日期：2004年月日实施日期：2004年月日编制人：审核人：批准人：1目录1手册说明···························································································2技术管理方针、目标············································································2.1技术管理方针················································································2.2技术管理目标················································································3技术管理体系图··················································································3.1工程管理组织结构图·······································································3.2工程管理体系运行图·······································································4技术管理职责范围···············································································5岗位说明书························································································6设计供方管理·····················································································6.1设计单位管理办法··········································································附：初选供方名册供方自荐书供方信誉能力调查报告供方选择意见书合格供方名册供方阶段评审表合格供方资格取消申请表7设计控制···························································································7.1设计管理流程················································································7.2《设计任务书》编制规定·································································7.3设计过程控制管理办法····································································《工作联系单》··············································································7.4过程项目设计管理监控程序······························································7.5设计评审控制程序··········································································附：设计评审控制程序图········································································《设计评审记录表》········································································7.6施工图设计交底与图纸会审控制程序··················································2附：施工图设计交底与图纸会审控制程序图················································《图纸会审记录》···········································································7.7设计变更控制程序··········································································附：工程变更单处理程序（施工单位提出）················································设计变更处理流程图（建设单位提出）················································《工程变更评审单》········································································《工程变更单》··············································································8质量管理···························································································8.1施工阶段控制程序··········································································附：工程竣工验收程序图········································································《工作联系单》··············································································协调会议纪要签发程序图··································································单位、单项工程验收程序图·······························································工序交接检验程序图········································································建筑工程质量管理工作流程·······························································隐蔽工程验收程序···········································································附表：技术管理法律、法规、规范清单31手册说明1、手册内容本手册是公司为导入GMS管理模式，实施全面管理体系所编制而成。公司技术管理体系的范围；公司关于技术管理体系要求的所有制度、规程文件；2、适用范围本手册适用于公司所有项目的规划设计、施工材料质量和项目工程质量的控制和管理。3、手册管理本手册为公司受控文件，由总经理批准颁布执行。手册管理的所有相关事宜由办公室统一负责，未经办公室主任批准，任何人不得将手册提供给公司以外人员。手册持有者调离工作岗位时，应将手册交还办公室，办理核收登记。手册持有者应妥善保管手册，不得损坏、丢失、随意涂抹，严禁私自复印或转借给其他公司。在手册使用期间，如有修改建议，各部门负责人应汇总意见，及时反馈到办公室。办公室每季度的最后一个季度的28日（节假日提前）对手册的适应性、有效性进行评审，必要时对手册予以修改，执行《文件控制程序》的有关规定。42技术管理方针、目标2.1技术管理方针严格执行行业规范和各项管理制度，不断更新规划和设计理念，严把质量关，遵循公司的开发理念和发展方向，以全新和优质的开发产品服务于社会。2.22004年技术管理目标1、开发项目无重大设计缺陷和差错；2、开发项目所有设计变更严格按本手册的进行规定进行评审，保留相关记录；3、工程项目不发生重大质量不合格；4、对所有堪察、设计和材料设备供方进行评价选择，与堪察、设计和材料设备供方建立良好的沟通、协调和互利的合作关系。53工程管理体系图3.1工程管理组织结构图总经理建筑工程师结构工程师总工程师副总经理技术部经理资材部经理资财员质检员63.2工程管理体系运行图企业发展战略方针、目标技术管理方针、目标材料质量控制工程接口管理设计变更控制规划设计控制供方评价选择与控制技术管理测量、分析、改进74技术管理职责范围本章规定了供方管理体系各部门的职责。相关人员工作职责见各自《岗位说明书》。4.1总经理1、批准技术管理体系文件，批准工程管理方针、管理目标；2、确保技术管理体系的建立、实施和保持；3、及时协调开发配套部、工程部、成本管理部接口关系；4、主持工程技术管理年度评审会议，批准管理评审会议决定的管理改进方案和计划；5、确保提供人力、设备、财务等资源，以确保工程管理体系的有效性、适宜性和持续改进；6、听取总工程师、技术部部经理和办公室主任关于技术管理体系改进的意见和建议，提出指导意见。7、批准规划设计方案和重大设计变更。4.2副总经理1、分管资材部，组织资材部进行材料设备采购，确保满足项目工程的需要。2、负责组织对材料、设备供方的评价和选择，审批《合格供方名册》；3、负责审批材料采购计划。4、领导、监督、协调公司内部各部门之间技术管理事项。4.3总工程师1、全面负责项目工程的技术管理工作，作为公司的技术负责人负责各项工程技术的把关工作；2、负责组织对勘察和设计供方的评价和选择，审批《合格供方名册》；3、组织各阶段设计评审、设计确认和设计验证；4、负责施工前设计更改的审核和工程施工过程中结构更改的批准；6、负责组织对涉及到安全、结构的分部分项或工序的质量缺陷的评审和处理。4.4技术部1）负责联络和协调委托设计单位（包括配套设计），负责设计单位的选择、控制、评价，负责委托设计供方的招标组织工作；82）组织图纸会审、设计交底、负责处理设计变更，审批施工组织设计；3）负责作为公司的技术负责人负责各项工程技术的把关工作；4）负责组织地质勘察、工程设计供方的选择和评定，编制《合格供方名册》。5）负责和委托设计供方的沟通和协调，负责组织各部门进行设计评审、设计确认和设计验证工作；6）负责项目设计的策划及方案设计、初设、施工图设计等阶段性设计工作的评审、协调；7）负责施工前设计变更的审核和工程施工过程中设计变更的审核；8）负责涉及到安全、结构的分部分项或工序的质量缺陷的评审和处理；9）负责对材料的产品特性、技术参数、使用功能进行评审、检测和确认。4.5资材部1、负责工程设备供应商、材料供应商的前期评价选择和项目结束后的评审。2、资材部是工程设备采购控制办法、材料供应商控制办法的主控部门，负责建立《合格供方单位名册》，并调整《合格单位名册》。3、负责工程设备供应商、材料供应商的跟踪控制和重新选择和评价。4、负责根