The way out for being a construction technician

I am also in this industry, and there must be a future. The key depends on how I plan my future. In my opinion, people engaged in architecture rarely put their interest into it, so if they wander for a long time, they will be depressed or even bored with this job, mainly because after working for a few years, the technology has matured, the projects are similar, and the work that they contact again and again is boring and there is no new knowledge. However, I think we should study hard the new construction technology and the application of new materials, and also know what we have never touched before learning management. Management is generally greater than technology, but it is most easily overlooked by us. Many people think it is vague, illusory, not practical at the technical level, and it is not easy for leaders to detect it. This is not right. Management is more knowledgeable and more difficult. As long as you look at the foreign construction industry, you will understand that there are several very good project management companies in China, which is the development trend. Even if you want to develop independently in the future, there will be no good development without excellent management ability.

Think about it, an excellent construction site is not only the recognition of construction quality, but also the team with the same level will have great differences in construction speed and quality under different management. In the process of construction, workers' education and training, psychological quality, working atmosphere, safety management and construction layout are all manifestations of management level.

For example, Lubuge's experience:

Lubuge Hydropower Station is located in the lower reaches of Huangni River at the junction of Luoping County in Yunnan Province and Xingyi City in Guizhou Province, 320 kilometers away from Kunming. It is the downstream cascade hydropower station of Huangni, a tributary of Nanpanjiang River in Hongshui River Basin, with an installed capacity of 4x10.5 million KW and a total investment of 890 million yuan. 1981June, the state approved the construction of Lubuge Hydropower Station with an installed capacity of 600,000 kilowatts, which was listed as a national key project. The Lubuge Project was originally undertaken by the 14th Engineering Bureau of the Ministry of Water and Electricity. After three years of construction,1April, 1984, the Ministry of Water and Electricity decided to use the loan from the World Bank to build the Lubuge project. At that time, it was in the early stage of reform and opening up, and the Lubuge Project was the first capital construction project in China to use World Bank loans. However, according to the agreement with the World Bank, the diversion tunnel project, one of the three major parts of the project, must be subject to international bidding. In the competition among contractors from China, Japan, Norway, Italy, the United States, Germany, Yugoslavia and France, Japan Dacheng Company won the bid at a price 36 million yuan lower than the bid price of the Sino-foreign joint venture. Dacheng Company quoted 84.63 million yuan, and the pre-tender estimate of diversion tunnel project was 654.38+04958 million yuan, which was 43% lower than the pre-tender estimate! Dacheng Company only sent a management team of 30 people to China, and hired 424 laborers from the 14th Bureau of China Hydropower. They dug for 23 months, with an average footage of 222.5 meters per month, which is 2 to 2.5 times that of similar projects in China. In the excavation of a circular power generation tunnel with a diameter of 8.8 meters, the international advanced record of single-head footage of 373.7 meters was created. Commencement in June 1984+0 1, completion in February 1988. Lean organization, scientific management and applicable technology have achieved remarkable results of good engineering quality, labor and materials saving and low engineering cost, created a world-class tunnel construction level and became the first international contracted project in China.

In contrast, the first hub project undertaken by No.14 Hydropower Bureau made slow progress due to various reasons. The World Bank's special advisory mission conducted two field visits in April 1984 and May 1985, respectively, and both found it difficult to achieve the river closure on schedule. The same person, why is there such a big gap between the two? At this time, the hydropower construction enterprises in China, which have long followed the "self-operated" mode of "Big Brother of the Soviet Union", realized that such a miracle comes from a good mechanism and high efficiency comes from scientific management. They interpret this scientific management method as "project method construction". Project-based construction is a one-time construction management activity that takes engineering construction projects as the object, takes the project manager responsibility system as the basis, is characterized by the relative separation of decision-making, management and operation levels within the enterprise, and takes internal economic contracts as the link to dynamically manage and optimize production factors, from construction preparation to completion acceptance.

I hope it helps you.