For example, the consumption of cement around 20 14 was about 2.4 billion tons, compared with 2.2 billion tons last year, which has decreased by 10%.
Commerce: The typical changes of commerce in the construction industry are market demand and business model, which is a continuous change. For enterprises, on the one hand, market operation will bring great influence, on the other hand, our management, which will also involve organizational management, digital transformation and market demand.
For example, in the past, our projects were single, but at present, some new urbanization-related projects are developing in the direction of large-scale integration. At present, when many of our central enterprises undertake such projects, in fact, this comprehensive color is very obvious, so the government or owners not only need to build a project for it, but also need to plan an industrial park or development zone.
We need to strengthen some front-end planning capabilities and front-end consulting capabilities, but these aspects also need some good tools, and the best tool is digitalization. Then digitalization based on BIM can provide a good tool.
Products: The quality and technical content of our products are constantly improving. The economy of our whole country is actually undergoing macro-transformation, which is reflected in different aspects, one of which is the quality of products. If we want to improve the quality of our products, we must constantly improve our technical content.
For example, the construction industry, building industrialization and intelligent machine manufacturing are all aspects of improving product quality, including final products, such as residential products. Whether from the perspective of development or construction, its refinement and its people-oriented aspect are product quality.
Technology: On the one hand, technology is some technologies of our project itself, such as some projects, such as the treatment of some underground soft soil engineering technologies. At the same time, it also includes some related technologies inside and outside the industry, and digitalization is a very core piece.
Competition: monopoly competition and free competition coexist, and the overall competition pattern of enterprises is solidified.
Efficiency: The last one is the improvement of total factor productivity. This requires better tools, better management, better allocation and better optimization of resources, which is a development trend facing the whole industry.
Under the development trend of this industry, it has actually brought some challenges to construction enterprises, which can be summarized into five aspects.
The first is the challenge of the market, the competition is intensified, and it is necessary to effectively improve efficiency and core competence.
The second is the challenge of personnel. This piece of personnel may have two aspects. The first is our own management personnel, and the second is the front-line service personnel.
The third aspect is the challenge of capital. The industry is developing and maturing, but the financial situation of our industry is actually deteriorating. In fact, the proportion of two funds in many central enterprises has been expanding, so the operating cash flow has also become negative, which is very stressful.
The fourth is the technical challenge. The promotion of technology to the productivity of the construction industry has been mentioned a lot in the past, but the real change is more about accumulation. At present, the role of technology in promoting the productivity of the construction industry is gradually emerging.
The fifth aspect is the challenge of management, which ultimately needs to be supported by a good system and management within our enterprise. The construction of organizational capacity and the improvement of operational efficiency have become a major issue faced by construction enterprises.
Then on the other hand, it is necessary to combine with the advanced technology of the industry. In the past, we thought that resources contributed 60% to the development of construction enterprises, management contributed 30%, and the remaining 10% may be technology. In the future, the proportion of technology will gradually increase, and the increase of management will also gradually increase.
Future-oriented enterprises still need to continuously improve their business development and management development. In terms of business, we should identify our own market, think about the strategic system and constantly improve our competitiveness.
The taboo of engineering enterprises is still to expand territory in the past, and this thinking is still moving in the direction of diversification. Perhaps this era has passed, and more people should take the road of specialization and precision. Digital transformation is the inevitable choice in the future.
By comparing the digitalization level of construction industry with other industries, the digitalization development of construction industry is slow, and the digitalization index is only higher than that of agriculture and slaughter industry.
Driven by consumption upgrading, environmental protection requirements, industrial inefficiency and technological innovation, the construction industry is facing an urgent need for transformation and upgrading.
Then, with the help of digital building industry platform, digital design, digital construction and digital operation and maintenance, the level of building productivity will be comprehensively improved, and digital building will become the core engine of transformation and upgrading of the construction industry.
Digital architecture uses information technologies such as BIM, cloud computing, big data, Internet of Things, mobile Internet and artificial intelligence, and combines advanced lean construction project management theories and methods to form a digital technology-driven industry business strategy.
Digital architecture has brought great changes in two aspects:
The digital transformation of the construction industry faces many obstacles;
Non-standard products: the engineering standards are not perfect, similar projects are diverse, miscellaneous and chaotic, and the standards are not uniform.
Many types of business: large and medium-sized enterprises have many types of business and scattered business.
Large differences in projects: project type, project volume, regional distribution and regional environment where the project is located are complex and changeable.
Non-standard management: the business model, organization and management system are not unified, and there are many types and the implementation is not in place.
Immature technology: the products of suppliers are not perfect, and it is difficult for many suppliers to integrate their products, and there is no comprehensive talents to implement integration.
Internal and external integration is difficult: it is difficult to integrate and upgrade the "standard" software of suppliers with the personalization of enterprises.
At present, under the active promotion of many factors, the digitalization of the construction industry is welcoming a period of rapid development.
Industry: building industrialization, intelligent building and other construction methods, BIM technology continues to promote product standardization; Standardization of Party A's business and product line.
Enterprise: under the condition of high-quality development, the requirements of controllable efficiency and management norms of enterprises; Under industry competition, enterprises promote specialization strategy and simplify business; Enterprises continue to promote standardization and management standardization.
Technology: Digital technology in the construction industry is developing rapidly; The development of big data and intelligent technology has created a good environment for the digitalization of the construction industry.
Practice: Construction enterprises and IT consulting institutions are familiar with each other, and their practical experience is increasing rapidly.
In the digital management of construction enterprises, I will introduce some management foundations of digital transformation to you. Here I show a customer I serve, which is their current system module, but this system module is only a part. In the whole digital transformation, the informationization of management is only one aspect, which is very complicated.
Each information system went online in different years and came from different suppliers. Some systems belong to the superior group system, and some key modules are missing.
The next step is how to solve this problem. In fact, it is very difficult to integrate old systems or build new ones. In fact, everyone faces great difficulties, and everyone may encounter such problems.
From the perspective of management, digital transformation actually has many requirements for management. I have listed two here, one is management standard, and the other is management data.
Management standard
The standard of management is the construction of standardized system, which is manifested in the institutionalization of management, the flow of the system, the formalization of the process and the digitalization of information. However, before the standardization of management, some systematic problems must be solved, such as the differences in business, organization and internal management, which must be solved before the digital transformation.
This kind of problem will also be encountered in standardization construction. For example, the two units mentioned just now have very different typical characteristics of their subordinate units, so there is a medium-sized construction enterprise. There are 200 to 300 people in subordinate units, 20 to 30 people in subordinate units and 40 to 50 people in public institutions. In this organizational model, the digitalization and standardization of management is actually very difficult, with uneven capabilities and inconsistent management below.
Therefore, in standardization, it is not only a standard problem in front of a digital information system, but also a problem of business, organization and management differences in front.
data system
When we build our own internal system, we will choose the supplier first. Suppliers will provide us with many products and an index system at the same time, but the index system actually has certain standards, which may be a relatively perfect index system for suppliers, but from the perspective of enterprise management, how to satisfy their own personality? How to meet the data needs of different managers at all levels?
For example, a senior leader needs to know some data to assist decision-making. For a middle-level leader, to manage a business line or branch, he needs to know some more detailed data for process control and early warning.
Where does the data come from? Are these data well reflected in the index system? Not necessarily, because it is a standard, enterprises are required not only to sort out their own management, standards and processes, but also to establish a data system. What should the data system look like?
Let me show you an example. From the perspective of enterprise top management, there are enterprise plans, annual targets, annual plans, process operation analysis, target adjustment and finally target assessment, which is a whole process in time.
This is from the enterprise's point of view, but for a quantitative management, it is necessary to combine specific business and projects, put forward the integration of projects and enterprises, and also need data convergence. How to combine a quantitative enterprise management data with specific business?
It needs to be considered together, the relationship needs to be established, the data inside needs to be divided, what data the demander needs, and what data the importer needs to input. This needs clarification.
So under the whole enterprise and commercial operation, what resources do we need first and how to allocate these resources? Similar to the planning of our project, there are demand plans and final specific plans. In addition, how to support human resources, capital and scientific and technological resources?
At the same time, such a system, a data, we also hope that it will eventually be reflected in finance, so how can we get through the final financial presentation? This is a key point.
Here I have listed a comprehensive budget, which is actually our annual goal and annual plan, and will eventually be reflected in the financial statements through business.
This is a relatively complete quantitative management data system within the enterprise.
After sorting out the management, it should be decomposed according to the management levels, and each level needs different data.
The construction of a data system must be inseparable from the management system, not two systems.
Our management will naturally produce a large amount of data, which needs to be integrated through the data system. These two sets are integrated. Digitalization can provide quantitative management, process supervision, process early warning and final decision data.
Above, from the perspective of digital transformation, from the perspective of industry, from the perspective of our enterprise management, from the perspective of early management of digital transformation, I share some experiences in our personal service process.
-End-
Note: The pictures and texts are all from WeChat official account "Guanglianda New Construction".