行政院於民國八十二年積極推動「公共工程施工品質管理制度」，訂定三層次品質管理架構；其中監造單位係負責第二層級之品質保證，扮演工程品質把關之角色。根據本研究調查結果，多數受訪者認為，公共工程品質良窳之關鍵，在於監造單位是否盡職監造；然而受託之監造單位，普遍存在包括監工人力、素質及作業面執行落實度不足等問題。因此，有關公共工程委託監造工作之執行，如何建立一套確切可行之管理作業辦法，為一極待探討之課題。 本研究透過案例分析154個工程，檢討其監造作業缺失情形，並據以提出相關改善對策包括︰技術服務廠商發包策略之調整、監造費率之重行檢討、監造契約範本之訂定、工程觀摩繼續辦理及形式之調整、監造作業手冊之頒定、品質稽核之落實辦理、監造計畫之落實檢討製作及獎懲制度之落實執行等。相關改善對策之可行性，經辦理專家問卷調查，獲得頗高之肯定。 Management system of public construction quality control has been established by Public Construction Commission Executive Yuan in 1993. It specifies three-level responsibility framework of construction quality management for the owners, supervisors, and constructors, respectively. Amongst, the secondary level of the system demands the supervisors in charge of quality assurance task. According to a survey in 2006 by this paper, the quality of public works in Taiwan relies in supervisors rather than contractors. While, most supervisors have disadvantages in poor experiences, not in acquaintance with government regulations, and lack of the ability in initiating quality assurance plan. Thus, it is an urgent issue to establish an optimal operational guidance for supervisors to enhance the quality of public work. First, this paper surveys 154 cases to discover major demerits for public works. Then, the major enhancing strategies are proposed including a separate contract for supervision, the increase of supervision fee, and a standard contract for supervision bid, and a supervision manual.
