建站工程程序与管理办法.doc

these precious and worth cherishing. Second, scientific research situation, grasp the opportunities and challenges of transformation and upgrading of full completion of the Thirteen-Five development tasks, start is crucial. Focused grand blueprint, must to history of thinking views trend, put associate times forward of pulse, stepped on associate economic law of drums, find associate transformation upgrade of path, in grasp macro trend in the advance science development; to strategy of vision conspiracy to global, always tight buckle national macro policy oriented, accurate grasp County love actual, based overall caught opportunities, and PCT thought, ensure County economic social development always along right track continued forward; to precision of measures seeking breakthrough, tightly pegged focus task and bottleneck restricted, Science and identify practical and effective measures, advance breakthrough, ensuring all tasks carry out to the letter; based on scientific assessment and strict implementation, persist in combining routine supervision and centralized supervision, accurate assessment Township departments, strictly cash rewards, prompted the departments own implementation at all levels. In working to advance, to truly grasp the Guide, seize the opportunity, finding a position and play to our strengths and take the initiative, ensure that the start of the new year tree, new performance. Grasp the Guide, is to dock in policy measures to seize the initiative. Accurate grasp of the Central Government, provinces and cities to speed up the development of new policies and new initiatives with a high degree of policy acumen to capture opportunities to accelerate development. Follow-up to promote the transformation and upgrading of the five great ideas offer a great chance. Five large development philosophy is the Party Central Committee with a view to promote economic transformation and upgrading, complete the building of a well-off society in major decisions and arrangements, is the development of a profound change. County-wide at all levels should conscientiously study and implement, implement the five ideas, green development, open development, on which to share advantages, and actively explore new path of innovative and coordinated development, changing the concept of leading the transformation of development mode of development, promote the development of quality improvement. Floor supply side structural reform implementation provides an effective strategy for improving the quality of development. Supply side structural reform is future full deepening reform of plays, to according to macro policy to stability, and industry policy to associate, and micro policy to live, and reform policy to real, and social policy to backing of requirements, keen grasp Central, and provinces release out of new signal, combined County love actual accurate docking, full grasp to capacity, and to inventory, and to lever, and drop cost, and fill short Board five big focus task implementation, prompted County economic transformation upgrade, and continued upgrade. Poverty工程建设程序与管理办法1 工程立项管理1.0.1 根据公司总部领导确定投资，由工程部与设计院进行沟通、协调，编制可行性研究报告，经公司总部领导认可后，配合项目部上报项目所在地主管部门，对项目进行评审认可，并拿到立项批复。2 工程委托设计管理2.0.1 工程委托设计由工程部负责具体实施。2.0.2 设计院的选定：对于本管理程序所述及的天然气加气站工程的设计，被委托设计的单位应是具有相关资质的专业设计院，且在国内有同类工程项目的成功设计经验，并以设计委托书的书面形式向设计院递交委托设计。由工程部对设计过程实行跟踪，及时反馈设计院与公司之间的意见。见附图1 委托设计管理3 招标组织管理3.0.1 公司项目根据具体情况，实行议标。3.0.2 工程议标一般分为三个阶段，即广泛接触、初步筛选、最终议标。3.0.3 工程议标由技术小组负责具体实施，编制标书。评标会议有公司领导和工程部、财务人员、项目部等有关人员参加，由工程部主持、公司领导参加议标会议。议标的标准采用综合测评的方式，包含工程报价、企业资质、近几年业绩、企业背景等，以最利于降低工程造价、协调当地关系、相关工程业绩最优者中标。见附图2工程建设招（投）标管理4 材料采购管理4.0.1 根据实际情况采取公司自购和施工单位采购两种。4.0.2 对于自购材料，采取议标的方式来确定厂家，具体议标操作流程见招标组织管理；对于由施工方进行采购的材料，在保证工程质量、进度的前提下，由公司确认其采购价格，以实现最终控制工程造价的目的。见附图3 材料采购管理5 施工监督管理5.0.1 除按招标程序选择监理公司进行工程施工的质量、进度等监理外，还应要求施工单位按时向工程部上报施工计划，现场管理人员必需根据施工计划，并按照本管理相关的国家有关施工及验收规范，对工程施工现场进行跟踪管理；要求每周进行一次工程监理例会，并由工程部定期向公司主管领导汇报工程进度情况，做到事先计划，事中检查，事后总结；公司按工期进度定期或不定期地组织工程质量、进度等检查。5.0.2 施工现场工程建设管理与整个工程中的设计、监理、检测等现场情况的沟通与协调关系，按施工现场管理协调图进行。6 验收和决算管理6.0.1 工程竣工验收需由公司主管领导、工程部、财务人员、监理公司、施工单位以及相关人员共同参与，签字验收。6.0.2 工程竣工后由施工单位编制竣工结算，由监理公司初审，公司审查后，由公司主管管领导审定，再由财务部门决算。5 工程合同档案资料管理7.0.1 工程的立项、可研报告、批复等前期资料及初步设计、施工图设计文件、议标文件、各种合同等由工程部负责收编归档。7.0.2 施工过程中的资料由施工、监理单位编制，监理单位初审，由工程部审定后归档。并在电脑里开列编制目录,按照工艺、设备、电气仪表、土建等专业对施工图纸、变更图纸、竣工图纸及监理公司签收单、设备合格证等技术资料分别进行分类归档管理。工程建设程序框图公司总部项目建议书可行性研究报告设计任务书初步设计施工图设计施 工竣工验收调试投产正常运营咨询评估施工准备列入投资计划工程监理控制投资总量生产准备设计总概算修正概算竣工决算施工图预算附图1：委 托 设 计 管 理建设监理设计施工四方意见政府部门报批审查政府有关部门施工图初步审核技术小组主管领导场站周边情况站场车辆情况场站占地面积周边道路情况投资合同项目建议书可行性研究报告场地考察，确定建站可行性技术小组N主管领导Y建站规模能力主要设备选型CNG站内部布置拟订初步设计方案技术小组NY设计资质设计能力设计周期设计费用确定设计单位、进行设计交底设计单位、技术小组Y施工图设计设计单位图纸变更NYN变更后的图纸建设委员会规划局消防部门安全部门工程建设及施工监理YN建设委员会规划局消防部门安全部门竣工图纸报备竣工图纸归档附图2：工程建设招（投）标管理主管领导主管领导主管领导主管领导政府部门的要求当地燃气行业的规定审批后的施工图纸、当地最新材料价格、当地定额确定施工（监理）单位的企业资质等级（技术小组）制定场站工程概预算总造价（财务组）NNYY确定工程建设招（投）标内容及评分标准（技术组、财务组）NY企业资质近几年业绩行业背景发布消息，联络施工（监理）单位（技术小组）Y内部评议，初选施工（监理）单位（技术组、财务组）N总部审批监理业绩、承诺、背景工程概预算施工周期工程质量施工方案组织招（投）标，确定施工（监理）单位（技术组、财务组）YNY签定施工合同/监理合同（技术组、财务组）附图3：材料采购管理依据：设计图纸现行标准确定材料规格型号、数量技术小组领导