From the end of October to the beginning of November 1978, not long after I was transferred to the Planning Department of the Fifth Metal Industry, the head office of the Fifth Metal Industry held the first economic activity analysis meeting after the cultural revolution.
At the economic activity analysis meeting, the leaders of the engineering team, the engineering company, the relevant departments of the head office, and the head office all discussed the various problems existing in the construction, production, and economic activities of the enterprise.
All the engineering companies and plant stations that attended the meeting issued a strong appeal for the budget management of construction projects. They unanimously requested that the headquarters must establish a department to manage the construction contracts and budget of construction projects.
Many people shouted at this meeting: "The current management of the planning department of the head office is not clear and does not live up to its name. At the very least, the outside units and Wuye's internal department did not know what the establishment team's business was. Who would have thought that this establishment team was in charge of managing the budget? They had to show their flags openly. Formally set up the Contract and budget department of the head office of the Wuye Corporation, and effectively manage the construction contracts and construction drawings budget within the scope of the Wuye Corporation. The budget of the construction drawings should be fully utilized.”
However, there were also quite a number of participants who pointed out: I'm afraid that's not possible. The organization of the head office is large enough. In the past few years, we've been advocating for a streamlined organization. No matter what, we can't increase the organization of the directly affiliated organizations.
Why was it called the establishment team before this? It was because the purpose of setting up this department at that time was to manage the construction contracts and construction drawings budget of the construction projects within the scope of Wuye Company. However, due to the serious damage caused by the Gang of Four to the entire national economy, people's ideology was confused. At that time, anyone who mentioned economic management might be labeled as suppressing the revolution with production, and no one dared to focus on construction and production.
However, as a construction company, there must be a department to manage such matters. The name of this department must also show its revolutionary nature. In addition, the budget (settlement) was indeed organized and managed by people. At that time, the old leaders of the Wuye Corporation had thought of many ways and racked their brains before they came up with a revolutionary name-the Establishment Team.
Through the nine years of practical experience since the establishment of the Revolutionary Committee of Wuye Corporation, everyone felt that it was indeed not suitable for the needs of construction management. There were too few people in this establishment team, and their responsibilities were unclear. They didn't even have an official department name. There was no sign on the office door, only a small piece of paper with the words "Establishment Team" written on it. If the people outside were not careful, they would not be able to find him. The management was not justified, and it could not be used freely. It could not adapt to the future development of the construction enterprise, and it could not adapt to the objective needs of the increasingly large-scale construction production tasks.
At that time, the national discussion of "Practice is the only criterion for testing truth" was being carried out fiercely. It was during this period that the Wuye Corporation held its first economic activity analysis meeting after the cultural revolution. Whether to establish a contract budget department had obviously become one of the important topics at that time. People from all walks of life expressed all kinds of opinions at the meeting and launched a fierce debate.
At that time, the Sichuan Province Revolutionary Committee just issued a document [1978](78), which clearly defined the standards for independent fees and indirect costs of construction projects. It also required the construction enterprises in the province to establish an organization that was compatible with the spirit of the document to strengthen the control of the construction budget and other important contents.
After the economic activity analysis meeting had fully summarized the opinions of all parties, after a comprehensive balance, the so-called favorable conditions were met. The head office finally made up his mind. On the basis of the existing establishment team, they extensively recruited talents and expanded the establishment, establishing the Contract and budget section under the jurisdiction of the allocation planning department. It was at this time that I officially stepped into the door of the contract budget department. I'm only 27 years old. At that time, he was the youngest clerk in the engineering cost management department in the Wuye Corporation.
Mou Shijun and Zheng Hongli would usually take out a lot of tables of various construction volume analysis indicators in the office and ask me to write them down. I also want to get involved as soon as possible. He had to make some achievements. In the office, many people told me," Your two teachers, Mou Shijun and Zheng Hongli, are very capable and capable people. You have to learn from them.”
From then on, I would be in the office every day, holding a small notebook and recording the proportion of many related sub-projects and the total project volume. He made records every day. At that time, I kept accumulating data. He thought that one day in the future, these data would play its role.
After New Year's Day in 1979, I saw a construction budget for the Guangyuan clay mine dormitory area in my office. He looked at the construction budget, project volume, price, and calculation formula that others had compiled. The forms were very formal. The format was also very practical. It made people feel that it was clear at a glance. Therefore, I gradually had a more systematic three-dimensional feeling of what the budget reflected.
I started to try to read the " Construction Engineering Drawing " to calculate the amount of work step by step. Fortunately, I used to be a wood model worker, so I have some basic knowledge of the principles of map recognition. As for the structural design of the construction project. He quickly familiarized himself with the cross-section and plan. Combined with the design description, there was also a standard professional drawing. Very quickly, his ability to recognize buildings and maps improved.
First of all, he had to understand the basic procedures of construction projects and the approval management procedures of construction projects. According to these specific procedures, the components of the construction project were gradually decomposed. According to each unit project of this construction project, it was divided into professional structures, forming the project budget of each professional unit project, forming the overall budget cost of the construction project. All of this was inseparable from a large number of calculations.
After a period of exploration, I also learned about the investment estimates for design projects. Design budget and construction drawing budget. General knowledge about project completion and settlement. Understand the relationship between them.
In October 1978, I followed Director Yin of the Construction Department and two other engineers to the Emei 739 Plant to inspect a construction project. Through the investigation of this project, I learned about the relationship between the investment estimation, the design estimation, and the sub-budget of the unit project. He understood the construction process of the capital construction project.
Through the field investigation of the project, I began to gradually understand the complexity of the budget work. Collect all kinds of information related to civil engineering and installation consciously, and understand the calculation rules of related projects. The approximate price and the construction method. The proportion of economic indicators in the project, etc. At the end of 1978, the State Planning Committee issued the " National Construction Project budget quota ". I began to learn how to calculate the project volume according to the chapter on budget quota. As well as the various materials in this project. He had to make sure that those were the main ingredients and those were the supplementary ingredients. Which materials were included in the quota and which materials were not included?
According to the professional quota mentioned above, I began to collect the country's design budget and past construction budget books, material manuals, civil engineering related design standard drawings and other aspects of information. It laid the foundation for future budget review and preparation.
From the budget preparation team to the contract budget department in the future. I followed the teachers in the budget department and listened to them every day. I gradually understood what they were talking about. Slowly, he digested what he heard and turned it into his own systematic knowledge, memorizing it in his mind.
After 1978, Sichuan Province was on the basis of the original quota. The Sichuan Province Construction Project budget quota, the Sichuan Province Appraisal Table for the national installation project and the relevant supporting rate standards were re-compiled and promulgated. This is indeed a great guide for a beginner like me. I often hold this basic quota and estimate table. He was familiar with the contents. By listing the items in the budget quota, he could constantly understand the construction sequence, the composition of the budget quota, and which contents were already included in the budget quota of the construction drawing. In the future, he could not calculate them. What was not included in the budget quota had to be calculated.
There was also a need to pay attention to the distinction between the main material and the auxiliary material. The material's specifications, name, surname, height, and material classification standards. As well as the fixed amount of wear and tear of the main materials for installation. Price and other basic conditions, according to the standard requirements stipulated in the design drawings, the project volume was calculated truthfully. For example, in electrical installation, one must be familiar with the construction drawings and understand the situation: The length of the wires left in the distribution box, the peripheral size of the distribution box, and the way the wires and pipes were buried. For example, the water supply and drainage profession had to be familiar with the construction drawings and verify the situation with the site. The installation method of the sanitary ware and whether the contents of the sanitary ware on the drawing are completely consistent with the actual sanitary ware installed. Whether the related sub-items of the two are the same. There were no missing or repeated calculations. Whether the installation working pressure of the designed installed valve is completely consistent with the actual installed valve, and whether it includes the amount of work for the flange-shaped plate. As for the price of the plate, it had to be verified. It would be included in the construction drawing budget and adjusted accordingly.
The budget work of the Wuye Corporation had just begun to resume. A myriad of things were intertwined and seemed complicated. There were a lot of charts to check and calculate. Including the project volume, price structure, direct costs, indirect costs, taxes, etc. In order to solve a large amount of data calculations, the three of us in the organization team each used different calculation tools.
Please see the next section," Calculation Tools of the Three Dynasties of the Contract and Budgets Department."
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