Management improvement plan
Part 1: Management Improvement Plan for Public Works Engineering Section
In order to further strengthen enterprise management, lay a solid foundation for development, implement the company's full implementation of the “Twelfth Five-Year” development plan, accelerate the development of the “12531” development strategy, promote the overall strategy of extensional expansion and intrinsic growth, and follow the guidance of the railway management improvement activities. And deployment, combined with the actual situation of the work section, specially formulated the implementation plan for the management improvement activities of the public works section.
First, the event time
March 20XX to February 20XX
Second, the scope of activities
All workers in all work areas and offices of the Works Section
Third, the theme of the event
Strong foundations, control risks, transformation and upgrading, value-for-money appreciation, stronger and better, scientific development.
Fourth, the activity target
Through two years of activities, we will continue to consolidate, strengthen and improve the management experience of the work section in safety production, operation and management, energy conservation and emission reduction, and party building groups; the basic management level of the work section will be significantly strengthened, and the job skills of the cadres and workers will be obvious. The improvement and safety production base of the whole section is more reliable, the risk management and control capability is obviously improved, the various management rules and regulations are more complete, the management innovation mechanism is obviously improved, and the benefits of saving potential are more significant. Through continuous reference to the advanced management concepts and methods of the same industry, we will achieve the goal of standardization, intensification, specialization, refinement and informatization of our management.
V. Activity principle
Adhere to the principle of seeking truth from facts; persistence is conducive to the development of our section, is conducive to the improvement of the income of employees, is conducive to the principle of harmony in our section; adhere to the principle of "precise economy, risk pre-control."
Six, organizational leadership
The segment was established to carry out the management improvement activities leading group.
Team leader: Wang Sihong, Xia Aijun
Deputy leader: Fu Jinxin, Li Xiaowu, Zhou Bo
Members: Meng Qinghua, Shi Xianfu, Chen Shengxiang, Ni Shiai
The main responsibilities of the leading group: responsible for reviewing the implementation plan of the management improvement activities in the work section, conducting self-diagnosis within the whole scope; analyzing the bottlenecks restricting the development of our section and the shortcomings of management work; verifying the management of the work section to improve the rectification plan, coordination and guidance Carry out the inspection of management improvement activities; review the summary report and assessment results of the management improvement activities, and select some teams to conduct a collective review of self-diagnosis, improvement and improvement effects and improvement effects at key points of the activity.
The leadership team has a management improvement office, which is responsible for activities such as activity development and assessment.
Director: Fu Jinxin
Members: Meng Xiangwu, Song Yanling, Tian Quality Yang, Liu Feng, Tang Ruju
In order to strengthen the organization and leadership of the activities, the work section adopts the leadership contact responsibility system, which is responsible for guiding the various teams to carry out management improvement activities, supervision and inspection at key stages, and recommending excellent management practices. The specific contact grouping situation is as follows:
The first group: Team leader: Wang Sihong Group member: Tang Ruju
Contact team: Peiyu work area, Daoyu work area, coal preparation area
Group 2: Team Leader: Xia Aijun Member: Meng Qinghua
Contact team: Liujigong District, Zhengjigong District, Bay Work Area
The third group: Team leader: Fu Jinxin Member: Shi Xianfu
Contact team: Yaoqiao Work Area, West Kowloon Subsidence Area
Group 4: Team Leader: Li Xiaowu Member: Chen Shengxiang
Contact team: Cuizhai Work Area, Zhangzhai Work Area, Pei County Work Area
The fifth group: Team leader: Zhou Bo Group member: Ni Shiai
Contact team: integrated work area, bridge work area, double-floor work area
Seven, stage arrangements
According to the guidance of the superiors, the activities are divided into three stages.
The first stage: full start, self-diagnosis stage
1. Mobilize and start learning and improve the link.
In accordance with the overall deployment of the activities, comprehensively implement the relevant archives spirit, strengthen organizational leadership, set up a leading group and office for the promotion activities of the work area management activities, and comprehensively launch the activities of the activities.
The main work is:
(1) Organize all staff of all work areas and organs to learn and understand the spirit of the speech of the superior leaders and organize their implementation.
(2) Compiling and implementing the implementation plan for the management of the work section and reporting it to the activity office of the office.
(3) Fully mobilize the deployment and convene the mobilization meeting for the management of the work section.
2, self-diagnosis, identify the problem link.
On the basis of the self-diagnosis of the “Year of Quality” activities in 20XX, we will once again examine the main difficulties and bottlenecks currently faced, and carry out search activities in the sections and work areas to identify the outstanding problems in the management, in accordance with the “improvement of standards and scope of expansion”. The principle of self-diagnosis is comprehensive.
The main work is:
(1) According to the actual situation, each team and office will carry out self-diagnosis.
(2) Actively carry out industry benchmarking and cooperate with the railway department to carry out management diagnosis.
(3) On the basis of self-diagnosis of each team and office, sort out the development bottlenecks, management shortcomings and gaps in the work section.
(4) Form a diagnosis report and report it to the activity office.
The second stage: professional promotion and collaborative promotion
3. Formulate plans and detailed measures.
Based on self-diagnosis results, identify priorities, develop programs, refine work goals, and work measures.
The main work is:
(1) Decompose the short-term and bottlenecks of the fine chemical industry segment and implement the responsibility for rectification.
(2) Review and confirm the implementation measures and improvement plans for the management improvement activities of each team and office.
(3) Formulate the key improvement plan for the work section, reasonably determine the work standards and objectives, and report to the activity office of the office.
4. Special promotion and comprehensive rectification.
According to the rectification plan for the management of the railway station, it will be implemented step by step, coordinated and promoted, and implemented step by step.
The main work is:
The special chemical engineering section will carry out special projects to promote the activities;
Each work area and each office of the government will be implemented step by step to strengthen the construction of the “three basics” and consolidate the management foundation;
Innovate management mode and focus on improving management level;
Strengthen implementation, improve mechanisms, and achieve the goal of “five-oriented” management.
The third stage: continuous improvement, summary evaluation stage
5. Check the evaluation and continuous improvement.
Develop improvement measures for the problems found in the inspection and continue to improve the results.
The main work is:
Organize various work areas and rooms to summarize the activities;
Summarize management highlights, find improvements, and form a summary report;
Develop improvement and optimization measures for problems identified by superior inspections;
The written report will be submitted to the event office before October 15, 20XX.
6. Summarize experience and commend advanced links
Summarize and evaluate the effectiveness of the management improvement activities in the work section; report the team or individual with outstanding performance in the activity.
The main work is:
Summarize the experience of the management of the work section to enhance the activities and refine the long-term improvement measures;
The evaluation results are included in the assessment of each team.
Report advanced materials.
Eight, supervision and inspection
In order to ensure the effectiveness of the activities, the works section will be arranged according to each stage, and the leading group will conduct in-depth supervision according to the grouping situation. The supervision will be arranged at the end of each stage. The main contents of the supervision are: the development of the activities of each team, the problems encountered in the current activities, and the opinions and suggestions on further promoting the management promotion activities in the work section.
Nine, summary evaluation
In accordance with the guidance of the railway management improvement activities, the summary evaluation will be carried out four times at the end of each phase and at the end of the event.
Stage evaluation
At the end of each phase, the segment activity office will organize relevant personnel to conduct evaluations based on the progress of the work. The evaluation results are summarized and analyzed and then reported.
Final rating
1. Appraisal method. After the activity, the work section will summarize and analyze the report in the paragraph, and conduct self-summary evaluation. The evaluation includes organizational leadership, self-diagnosis, rectification and implementation, and work effectiveness.
2. Summary and commendation. Follow the file.
Part 2: Management Improvement Program
In order to create a new situation in the scientific development of our bureau, comprehensively improve the management level of enterprises, and realize the grand goal of enriching the people and enriching the people as soon as possible, the Bureau of Economic Research decided to carry out the "Management and Improvement Year" activities in a comprehensive scope. In order to ensure the smooth progress of the activities and achieve the expected results, this activity plan is specially formulated.
First, the guiding ideology
Guided by the scientific concept of development, and relying on the Group's "Three-June-June" strategy, focusing on the "2251" development strategy, we will focus on solving outstanding problems and weak links that restrict enterprise management, and conscientiously implement specific and effective work measures and systems. Arrange, further promote the upgrade of enterprise management level, and win the overall victory of all work in 20XX!
Second, the work objectives
To ensure the completion of the overall business income and profit indicators determined by the Bureau of Staff and Workers, the production of timber is 120,000 m3, the output of MDF is 55,000 m3, and the raw material for Chuangda Man-made Board Factory is 74,300 tons. It has reached more than 1470 yuan/m3, and the production and sales rate of major products has reached more than 99%. The wages of employees on the job are growing at an average annual rate of more than 15%. There were no major forest fires, no major industrial fires, and safety production accidents that did not exceed the standard throughout the year.
Third, the main tasks and measures
Strengthen internal control system construction and improve system execution
1. Comprehensively review the existing management system. The original system should be compiled in accordance with the principles of effectiveness, management, practicality, and operation. In accordance with the principle of "what is missing, what to add, what is not adapted, what to adjust and improve", we must supplement and improve relevant systems in a targeted manner, so that everything must have a system, and all systems must be strictly enforced. Strict assessment, all assessments must be rewarded and honored, forming a strict management system with strict requirements, strict requirements, and strict assessment of the system management mechanism. This work is led by the Enterprise Management Department, with the cooperation of various departments and departments, and completed before the “May 1st”.
2. Seriously implement the various management systems. Adhere to the law, compliance, and performance, use the system to manage people and manage matters, and restrict the operation of power within the framework of laws, policies, and institutions. It is necessary to adopt rigid measures, strengthen the binding force of the management system, ensure that the system is implemented in every aspect of production, operation and management, and achieve quantitative assessment, so that everyone, everything, time and place have standards, assessments, and overall improvement. Work level. This work is handled by the Enterprise Management Department and cooperates with various departments.
Do a good job in the production of the two main businesses to ensure maximum economic benefits
1. In terms of timber production: the main departments and units should do a good job in cutting the area, investigating and designing, and cutting the area, and the dispatching room should be coordinated. The forest farm, the steam transport station and the storage yard should do a good job. Ensure that the upper, middle and lower flow operations are organically connected to maximize the benefits of wood production.
2. MDF production: We must work hard to increase production and reduce unit consumption; work hard to improve grades and prices, and maximize product added value. At the same time, Chuangda Man-made Panel Factory should carefully organize the acquisition of branches and sapwoods in the surrounding Redstone, Weihe, Shulan and Huangnihe, and fully guarantee the supply of raw materials. Make sure that the profit indicator is not completed because the raw materials are discontinued.
3. Branch coffin production: As the main raw material of MDF, the production department and the forest farms adopt super-conventional measures to organize the production of twigs and coffins. It is required that all the remaining items with a diameter of 2 cm or more and a length of 50 cm or more must be collected and transported to the Chuangda Artificial Board Factory for raw materials. Production and resource management departments cannot give acceptance of small classes that are not cleaned up.
Strengthen professional management and strive to steadily improve business results
1. Strictly control cost expenditures. Focusing on the cost control of system control, coordinating the macro and micro cost control, reducing the non-value-added links, and improving the level of cost control. In addition to wages this year, the management fee will be reduced by 20% on the basis of the previous year, especially the hospitality fee will be reduced by 50% on the basis of the previous year. All departments and units will have to entertain in the canteen or bureau of the company in the future. It is not allowed to use public funds to eat and drink in individual restaurants. The Commission for Discipline Inspection and the Ministry of Supervision should increase investigation and punishment. In the management of funds, we must adhere to the principle of a pen. The expenditure of more than 20,000 yuan must be signed by the director. The overall hospitality and travel expenses written off must be signed by the director, otherwise the financial is not allowed to write off, and which level of financial violations are handled according to violations.
2. Establish an internal legal risk prevention mechanism. It is necessary to sort out and demonstrate all the contracts that have been formulated and still being implemented, and focus on checking whether the contractual parties' subject qualifications and performance capabilities are scientifically analyzed before signing the contract, and reviewing the legality, validity and rigor of the contractual contract, and whether it is established. The contractual contract process supervision mechanism. Strictly implement the contract review system. Any contract signed by the foreign party must be reviewed and signed by the legal consultant before signing, effectively avoiding operational risks. All compensation and economic disputes involving the people are settled by court litigation, and the litigation costs and compensation fees incurred by the unit are 50%.
3. Standardize the management of labor organizations and optimize the allocation of human resources. It is necessary to scientifically formulate a wage distribution policy, and the extraction of wages is linked to indicators such as safety, efficiency, output, and quality. The implementation of the production of people, the appointment of people. Encourage and support grass-roots units to compete for posts in management positions and logistics posts; if the grass-roots units arbitrarily arrange management and auxiliary personnel, they must be thoroughly investigated and deducted from the unit salary settlement. This work is the responsibility of the Ministry of Labor and Human Resources.
4. Establish a systematic, standardized, scientific, efficient and rigorous risk prevention system. Establish a daily work system for risk management, clarify the duties, work requirements and work measures of risk management of functional departments, regularly study and review risk management issues, and make risk management routine, dynamic, and institutionalized. Implement the internal indicator responsibility system and sign the responsibility. The principle is: "Ning change people do not change the standard." By the end of this year, one of the units’ veto indicators was not completed and the team was removed from office. Anyone who makes a petition from the department due to a mistake in the department's work will be recorded daily by the petition department, and 20% of the department's year-end bonus will be deducted at the end of the year.
5. Establish a financial risk emergency response mechanism and an enterprise financial early warning system. Study and formulate emergency response plans for operating financial risks, and build a financial risk prevention line for business operations. All extra-budgetary additional costs, expenses, individual expenses, and extra-budgetary investments must be approved by the Director.
6. Standardize bonus approval management. Formulate global bonuses and reward management methods. Identify the reward targets, bonus criteria, assessment basis, and assessment methods. The approval of each bonus is subject to the new method.
7. Strict civilized production management, highlighting the theme of business management. In terms of safety management, it is necessary to establish a long-term mechanism for safe production, distinguish between supervisory responsibilities and main responsibilities, and truly put safety management work on the mind, and grasp it in the hands and implement it in all aspects of the work. It is necessary to intensify the inspection and rectification efforts, strengthen the management of key parts, key processes, key positions and hazard sources, and eliminate hidden dangers in time. In the on-site management, each forest farm must strictly implement the operating procedures when working in the cutting area, adhere to the voucher harvesting, and operate according to the data; the storage yard should meet the “Sanqingyihua” management standard to facilitate production and sales; Strengthen the management of transportation materials, do road maintenance work in advance, reduce and eliminate the wire strip and the material in the process of transporting materials; Chuangda artificial board factory should ensure that the items are placed neatly and the operation channels are smooth in accordance with the requirements of standardization and standardization. The dust should be cleaned in time, and the workshop should be clean and hygienic; the construction work should be based on the principle of “who works and who cleans up”, clearing construction waste in time, and achieving civilized construction and safe production.
8. Strict quality management. In the quality of work, we must establish a sense of pre-emptiveness, and all work must stand in the forefront; in terms of product quality, both the quality of logs and the quality of MDF must strictly enforce industry standards, ensuring the market share of products and Competitiveness; in the quality of work, the cutting area operations must strictly implement the quality management methods for cutting operations, especially focusing on solving the problem of smashing wood and wrong mining. Regardless of the project in the infrastructure construction, it is necessary to strictly follow the bidding procedures, select the engineering team with construction qualifications, and select responsible engineering supervision to ensure the quality of the project.
9. Strengthen sales management. It is necessary to intensify market development, earnestly study, grasp market conditions in a timely and accurate manner, adopt flexible and diversified sales strategies, continue to implement competitive sales for best-selling materials and hand-made materials, and strengthen on-site management of storage yards, resolutely eliminate selection phenomena, two storage blocks. The field must be strictly controlled, and it is found that all selected customers will stop shipping, and all employees who participate in the selection will be laid off.
10. Increase the collection of water, electricity and heat bills. It is necessary to formulate effective measures to actively organize the collection of “three fees”. For the employees who refuse to pay the fees, the unit leaders are responsible for the conversation, and the middle-level leaders are responsible for the conversations organized by the organization department and the discipline inspection committee, striving to achieve a rate of 95. %the above.
11. Bulk materials are managed in a centralized manner. According to the internal control regulations of enterprises, all the raw materials for gasoline, diesel, steel for basic construction, cement, production and domestic use are included in the centralized procurement management. The goods and trade companies collect the products centrally, and the audit and disciplinary committee participate in the supervision and use of the units.
12. Strengthen resources and forest land management. Establish and improve the "responsibility system for forest resources management and protection objectives for leading cadres" and "responsibility system for forest guards to protect insurance," increase the intensity of fixed-point inspections and mobile inspections, and deforestation, wild hunting of wild animals, and indiscriminate exploitation. The illegal and criminal activities of digging rare wild plants will be resolutely cracked down. The illegal acts of unlicensed transportation and unlicensed operation of processed wood shall be resolutely investigated and punished according to law. All forest farms should increase the recycling of forest land, strengthen the management of fire in the wild, strengthen the construction of forest fire prevention and early warning mechanism, and actively prevent the occurrence of forest fires. The forest resource management and protection indicators are included in the target assessment of the term of the field, and are linked to the leadership mortgage and unit share.
Fourth, safeguard measures
Establish an event leadership team
In order to strengthen the organization, management and assessment of the “Management and Improvement Year” activities and ensure the smooth development of the “Management and Improvement Year” activities, the Bureau established the “Management Improvement Year” activity leading group.
Team leader: Chen Zhi
Deputy Team Leader: Tian Yongqing Sun Yingqi Jiang Zhaoli
Member: Head of department
The Leading Group Office is located in the Corporate Management Office.
improve publicity
The Propaganda Department of the Party Committee shall formulate and plan a publicity plan for the “Management and Improvement Year” campaign. It is necessary to make full use of various forms of propaganda positions such as newspapers, newspapers, and websites to publicize the significance of the "Management Enhancement Year" activities, and timely summarize, exchange, and promote the outstanding achievements and advanced models obtained in the "Management Improvement Year" activities. The relevant publicity report for the whole year is no less than 10 articles. This work is the responsibility of the Propaganda Department and the Office of the Party Committee.
Coordinating guidance and coordination
In order to ensure the expected results of the activity, the Office of the “Management and Enhancement Year” of the Bureau should fully plan, organize, guide and coordinate to improve the quality of the activities and ensure that the “Management and Improvement Year” activities are carried out in an orderly and powerful manner. At the beginning of each month, I will be responsible for convening an event leadership team meeting, summarizing the phased work, and deploying the next phase of the focus. All units and departments must establish corresponding organizations to clarify their responsibilities and ensure that activities are carried out in an orderly manner and effectively promoted. It is necessary to focus on implementing the overall objectives of the “Management and Enhancement Year” activities, starting from the actual situation of the unit, refining the management improvement plan, clarifying the management improvement objectives, quantifying the management improvement content, and formulating specific implementation measures, which will be reported to the event office before March 10. . Strengthen activity supervision
This work is under the responsibility of the Enterprise Management Department. The establishment of a comprehensive “Management and Enhancement Year” event regular meeting system, supervision system and inspection and assessment methods will be completed by April 30th. The Leading Group of the “Management and Improvement Year” of the Bureau will conduct random inspections on the development of the phased activities of each unit and report the inspections once every quarter.
Pay close attention to the implementation of assessment
"Management and Improvement Year" activities, taking the usual assessment, year-end summary, one-time reward and punishment, the assessment is based on the principle of "from fine, strict, heavy, heavy punishment", the assessment results directly with the unit to evaluate, evaluate, and lead the mortgage hook up.
1. Implement accountability system for leading cadres and establish a heavy penalty mechanism. For the leaders of units that have mismanagement, improper handling of unexpected incidents, unclear contracts, dereliction of duty, mistakes in decision-making, and major losses or major influences on enterprises or units, they shall be held accountable, and shall be punished, notified, and deducted from the mortgage 10%. Demotion, dismissal, dismissal.
2. Cost savings, divided into 70% of the section; super profit, 50% withdrawal bonus; branch coffin management award 3 yuan / ton, super production award 30 yuan / ton; increase the price of wood, the storage yard according to the increase of 2 -4% draws bonuses, and the timber distribution company draws bonuses based on 1-4% of the increase.
3. The unit that fully completes the investment index is divided into 50% of the total prizes used to reward the leaders of the unit.
4. In the confirmation of the completion index, there is a veto indicator that has not been completed. The unit team is collectively dismissed. Each refusal of a veto indicator deducts 20% of the mortgage money of the leading group, and deducts 30% of the unit year-end benefit award; The important indicator is to deduct 20% of the mortgage of the leader of the unit; to complete a major indicator for each lesser, deduct the 5% of the mortgage of the leader of the unit; to complete a general indicator for each lesser, deduct the leader of the unit 1% of the mortgage.
Chapter 3: China Power Construction Group Co., Ltd.
According to the unified deployment of the SASAC, the group company decided to start the management promotion activities in the group in two years from March 20XX. In order to ensure the orderly development of the activities and achieve practical results, in accordance with the "Guiding Opinions on the Management Promotion Activities of Central Enterprises" by the State-owned Assets Supervision and Administration Commission, this plan is formulated in conjunction with the actual situation of the group companies.
First, the guiding ideology
Seriously implement the overall requirements of the SASAC, base on the reality of the group company, and take the scientific development concept as a guide, focus on building the strategic goals of world-class enterprises with international competitiveness, strengthen the "three basics" and achieve standardization, standardization and refinement. Focus on benchmarking management as the carrier, project management as the main direction, and support by information construction, effectively solve the outstanding problems and weak links in enterprise management, eliminate shortcomings, break through bottlenecks, and cover management improvement activities to enterprises. In all areas and levels of management, we will promote management innovation, improve management efficiency, and promote the overall improvement of corporate management.
Second, the theme of the event
The theme of the Group's management improvement activities is: strengthening the foundation, controlling risks, transforming and upgrading, maintaining and increasing value, and making strong and scientific development.
Third, the activity target
The overall goal of the Group is to enhance the standardization, standardization and refinement of the management of the Group by carrying out management improvement activities, accelerate the transformation of the management mode from extensive to intensive and refined, and consolidate and enhance the advantages and leading position of the Group in the industry. To lay a solid foundation for the Group to be stronger and better, and to build a world-class comprehensive construction group with strong international competitiveness and quality and efficiency.
The specific objectives of the following five aspects are achieved:
Group management and control order
In accordance with the requirements of the “Sino Power Construction Group Co., Ltd. Development Strategy Framework and Group Management and Control Plan” issued by the State-owned Assets Supervision and Administration Commission and the world-class and group companies, the Group has adopted the requirements of strengthening group management, intensive management and refined management. Carry out management improvement activities, further adjust and improve the institutional mechanisms involving enterprise development, reform, and management, and gradually establish an enterprise organizational structure, management system, and corresponding institutional system that adapts to the Group's development strategy and management and control mode, and comprehensively sort out the management processes. Gradually establish an integrated, standardized, scientific and efficient group management and control system.
Significant strengthening of basic management capabilities
Breakthroughs have been made in solving outstanding problems and weak links that have constrained the development of enterprises for a long time. The enterprise management and control mechanism has been further improved, the management system has been further improved, the process has been further optimized, and the standardization, standardization and refinement of management have been significantly improved.
The level of management modernization has improved significantly
The corporate governance is further scientifically improved, the management system is further systematic and efficient, the lean thinking and management activities are widely combined, the advanced management concepts, technologies and methods are effectively applied, and the promotion of information technology to management improvement is significantly enhanced.
Management innovation mechanism is obviously improved
The management innovation work system has been further improved, and the culture and atmosphere that encourages all employees to participate in management innovation has been formed. The management innovation results have been effectively transformed, the internal resource allocation capability has been further improved, and the long-term mechanism for management innovation to promote the continuous improvement of enterprise management level has been further improved.
Significant improvement in overall performance
The cost and major risks of enterprises have been effectively controlled, the financial performance indicators have been continuously improved, the internationalization, marketization and quality of the management talent team have been further improved, the value creation ability and market competitiveness have been significantly improved, and the management has improved the scientific development and transformation of enterprises. The promotion role of upgrading, transforming the development mode, better fulfilling social responsibilities, and realizing the core objectives of the “Twelfth Five-Year Plan” reform has been significantly enhanced.
All departments and member companies at headquarters should propose specific and detailed activities in accordance with the above requirements.
Fourth, the basic principles
Each member company carries out management improvement activities, and must plan, implement, highlight, and comprehensively advance, while grasping the following principles:
Management improvement is combined with corporate development strategy and practical work. Guided by the overall strategy of the group company, we will focus on the strategic objectives, closely integrate the actual production and operation activities, and integrate the management improvement work into all aspects of daily work.
Comprehensive improvement combined with key breakthroughs. Grasp the outstanding problems, sum up the methods and form the mechanism, and advance them step by step, so as to achieve overall improvement.
Based on self and learning and learning. Through the benchmarking activities, while summarizing and promoting the experience of applying the internal benchmarking companies of the group companies, we will effectively use external resources to learn from all the theories and experiences that are conducive to our own development, to be inclusive, to learn from others, to integrate and refine, and to gradually form industry characteristics. And its own management mode.
The combination of management improvement and deepening reform. Through deepening reforms and innovative mechanisms, it will provide a dynamic guarantee and institutional basis for further strengthening and improving management. At the same time, through strengthening management, ensuring the smooth operation of the conversion operation mechanism, the results of the reform can be consolidated and developed, and the management effectiveness can be effectively improved.
Management improvement is combined with the establishment of an internal control system. Taking the opportunity of management improvement activities as an opportunity to effectively promote the construction of comprehensive risk management and internal control system, and at the same time, through the establishment of a comprehensive risk management and internal control system, effectively control the risks in the production management and management process, and ensure that production, management and management activities are Controlled and orderly.
V. Key tasks
Focus on standardization, standardization, and refinement, and strengthen basic management
Firmly establish the concept of "not foundation firmly, move the earth and shake the mountain", cultivate the work style of "rigorous and realistic", and strengthen the grassroots construction, basic work and basic training and management standardization, standardization and refinement on the basis of comprehensive self-examination and diagnosis. Focusing on the elimination of waste, creating value and continuous improvement, we will sort out the optimal workflow, effectively use standardized, standardized and refined management methods, establish systematic, scientific and practical standards and institutional systems, strictly enforce and consolidate Management basis.
Focus on project management and strive to improve project management
Project management is the main direction of management improvement activities. The first is to improve the project management system; the second is to build a project management and control model; the third is to grasp the whole process control of the project. Standardize subcontract management, improve construction network planning, implement matrix management, strengthen contract constraints, strengthen detail control, and reduce project costs. To achieve four unifications of enterprise management and project management: unified management responsibilities, unified management processes, unified brand strategy, and unified resource allocation. Through four unifications, standardization of group project management and management processes is achieved, thereby enhancing the Group's brand image and brand value, cultivating first-class resource integration capabilities, and achieving continuous resource integration and global resource allocation.
Deepen the overall budget management by establishing a cost reduction mechanism as an entry point
Strengthen the construction of cost reduction mechanism, establish a comprehensive budget management system, cost and expense management system and cost and cost assessment mechanism. Implement intensive management of funds, strengthen centralized management and control of investment behavior; strengthen procurement management of equipment and materials, effectively reduce financing costs, management costs, project costs, investment costs, and equipment maintenance costs; optimize budget management processes, implementation and business processes The effective connection and cooperation of information systems. Under the guidance of the comprehensive budget management system, the cost management will be strengthened, and the cost reduction mechanism will be implemented to each project, and the cost reduction and efficiency will be realized from the project.
Guided by strengthening risk management and improving internal control system
Actively carry out comprehensive risk management and internal control system construction, and promptly establish and improve risk management and internal control systems, and build a “three lines of defense” for risk management of group companies. Conduct risk assessment work, release major risk pools and major risk distribution maps; sort out management business processes, conduct joint work on major risks and internal control business processes, build risk management and internal control process system framework; establish risk control matrix and improve risk monitoring Identification and prevention system. Through the system to avoid risks, mechanisms to control risks, responsibility to reduce risks, and strive to achieve a balance of speed, efficiency and risk. Strengthen self-evaluation of the effectiveness of internal control, continuously improve and optimize the internal control system to ensure effective management efficiency.
Innovate enterprise management mode with benchmarking management as carrier
The benchmarking management is used as a carrier for carrying out management improvement activities, and management diagnosis and value diagnosis are carried out through benchmarking management, and a benchmarking management system and indicator system are established, and key indicator areas and key indicators are identified. Extensively carry out the management benchmarking with advanced enterprises, advanced indicators and SASAC in batches, clear the gap and improvement direction, refine the special improvement measures, promote the in-depth development of management promotion activities, and effectively improve the management efficiency of enterprises.
To deepen the reform of the three systems of enterprises as an important content, promote institutional innovation
The first is to build a labor-oriented mechanism that is strategically oriented. Standardize labor employment according to law, optimize the employment structure while maintaining flexible employment mechanism, and establish a labor employment system based on labor contract and adapt to enterprises' participation in international competition. The second is to optimize internal human resource allocation. Establish a high-end talent sharing platform, broaden the channels for talent growth, strengthen the dynamic management of posts, and gradually form a dynamic management system and mechanism for posts that are based on competition, on-the-job competition, off-the-job training, and exit-guaranteed. The third is to establish a sound income distribution mechanism that combines incentives and constraints. Promote the performance management and assessment of all employees, correctly handle the interests of the state, the collective and the individual, and adhere to the principle of “two lower than” and “performance increase, salary increase, performance decline, salary reduction”, and establish income distribution, which is conducive to attracting talents. Retain the medium- and long-term distribution incentive mechanism for talents.
Supporting the construction of information technology and improving the modern management level of enterprises
Supported by informatization construction, the modern information technology is integrated with advanced management concepts, and the innovation of enterprise management is driven by informationization. The construction of high-performance "informatization 311 project" will comprehensively enhance the basic support, support, service and leading role of informationization to management improvement. Strengthen the planning, construction and deepening of informatization, and implement and apply systems, standards and norms through informationization, optimization and activation, and comprehensively improve the modern management level of enterprises.
Strengthening group management and control with the goal of building a world-class enterprise
Through the management improvement activities, the headquarters and capacity building of the group and the sub-enterprises at all levels will be effectively improved, and a control system with moderate centralization and rational decentralization will be established. From the management concept, management system, management responsibilities, function positioning and other aspects, we will sort out the management process, clarify the flow of business processes, control processes, promote process reengineering, and strive to achieve management institutionalization, system process, and process informationization.
Transforming and upgrading as an important measure to enhance the core competitiveness of enterprises
Establish the concept of “curving beyond” and promote the transformation of the group company into quality and efficiency. Clarify the direction and focus of development, occupy the commanding heights of future development, transform and upgrade traditional industries, promote vertical integration of the industrial chain, and innovate business models. Through transformation and upgrading, the core competitiveness of the group company will be enhanced.
Sixth, working methods
The benchmarking management is the main carrier for the management promotion activities of the group companies, and the overall design and promotion are carried out at different levels, and an atmosphere of participation and full promotion is formed. In the work method, the "five-step method" is adopted to advance:
Mobilization preparation
In accordance with the overall requirements of the SASAC and the group companies, each member company shall fully publicize, unify, fully mobilize, and fully participate, and establish a lean and efficient work organization. According to the overall operation and current situation of management processes and business processes, the initial planning working plan.
Assessment diagnosis
To mobilize the enthusiasm and initiative of all employees, through in-depth investigation and extensive solicitation of opinions, focus on systematic evaluation and diagnosis from three aspects of operational system, management structure, concept and capability, and investigate existing outstanding problems and weak links. Accurate management of shortcomings and bottlenecks, and based on this, understand the ideas and problems of employees, and prepare a system diagnostic report.
Design
On the basis of the diagnosed management shortcomings and problems, through benchmarking analysis, finding improvement methods, prioritizing, formulating practical and feasible overall improvement plans and implementation plans, identifying time nodes, implementing responsible departments and personnel, and publicizing Inform all employees.
Implement rectification
According to the overall improvement plan and implementation plan, gradually implement various key improvement measures. In the process of organization and coordination, track and monitor and timely improve the problems found, and improve the improvement plan in a timely manner. At the same time, we will develop training programs and continuously strengthen our concepts and capabilities.
Curing perfect
Summarize experience, learn from others, form management improvement results that are in line with the company's own characteristics, improve processes and standardize them, build standard templates that can be copied and promoted, and establish long-term mechanisms to ensure continuous improvement.
七、組織方式
管理提升活動覆蓋集團公司及各成員企業，分級實施。集團公司全面負責指導、檢查、評價各成員企業管理提升活動的實施，並將各成員企業管理提升活動成效納入領導班子考核內容。
集團總部各職能部門和事業部，從全面提升集團管控能力和增值服務能力的角度開展活動。
水電建設集團/水電股份公司、水電顧問集團要充分發揮子集團的管理職能，負責指導、監督、評價所屬企業管理提升活動的開展，並對其活動實施情況進行考核評價，將管理提升活動成效納入領導班子考核內容，制定考核辦法、明確考核標準、細化考核指標。
各事業部負責指導、監督、評價所管理企業管理提升活動的開展，並對所管理企業的實施情況進行考核評價。
為切實開展好集團公司管理提升活動，集團公司已成立管理提升活動領導小組，其主要職責是：部署、組織、指導、檢查和協調集團公司管理提升活動。
集團公司管理提升活動領導小組下設辦公室，總部各部門、事業部指定一名管理專員為辦公室成員，協同開展工作，管理提升活動領導小組辦公室的主要職責是：具體負責集團公司管理提升活動的推進，組織制定工作方案和有關措施；督促各成員企業制定管理提升活動方案和建立長效機制，指導各成員企業開展管理提升活動；收集各成員企業開展管理提升活動的信息，並向領導小組匯報活動進展情況；定期發布活動簡報，並組織開展培訓和宣傳工作；對活動的實施情況進行審議和評價。
按照“橫向到邊，縱向到底”的要求，各成員企業要層層遞進地成立管理提升活動組織機構，確保管理提升活動深入項目、車間、班組，切實加強對活動的層層推進工作。
八、進度安排
集團公司管理提升活動分為3個階段6個環節。
第一階段為全面啟動、自我診斷階段。時間是20XX年3月至20XX年8月。分為2個環節，即動員啟動、學習提高環節和自我診斷、找準問題環節。
第二階段為專項提升、協同推進階段。時間從20XX年9月至20XX年8月。本階段分為2個環節，即制訂方案、細化措施環節和專項提升、全面整改環節。
第三階段為持續改進、總結評價階段。時間從20XX年9月至20XX年2月。本階段分為2個環節，即檢查評價、持續改進環節和總結經驗、表彰先進環節。
九、工作要求
管理提升是一項複雜的系統工程，必將觸及企業的各個層面、關係到各方利益，對每位員工的思想覺悟、各級機構的組織能力都是一次全新的考驗。在集團公司管理提升活動中，要做到統籌規劃，精心部署，充分發動，分步實施，突出重點，務求實效。
加強領導，精心部署
要將管理提升活動納入企業整體戰略和發展規劃，並與企業的日常管理工作有機結合，統籌規劃，周密部署，積極穩妥地推進。集團公司總部各部門、事業部除明確本部門的領導責任外，要明確一名管理提升活動的專員，具體負責管理提升活動的推進和聯絡工作。各成員企業主要負責人要親自抓，組建精幹高效的工作機構，明確分工、落實責任、協同推進，形成領導有力、分工明確、齊抓共管的工作格局。
充分發動，統一認識
員工是實施管理提升活動的主體和動力。各成員企業要廣泛利用宣傳媒體開展宣傳教育，營造企業全方位提升管理的良好氛圍，促使全體員工提高對開展管理提升活動重要性的認識，讓廣大幹部員工進一步明確集團“十二五”時期工作目標和任務，領會活動的意義、方法和步驟。尊重和發揮廣大員工的積極性、創造性，使他們真正從思想上提高認識，並自覺參與到管理提升活動中來。
要充分發揮黨、政、工、團的作用，並將管理提升活動與創先爭優結合起來，以創先爭優的精神，自查自糾管理問題，提出合理化建議。使創先爭優活動進一步融入企業生產經營，並不斷引向深入。
In order to further strengthen enterprise management, lay a solid foundation for development, implement the company's full implementation of the “Twelfth Five-Year” development plan, accelerate the development of the “12531” development strategy, promote the overall strategy of extensional expansion and intrinsic growth, and follow the guidance of the railway management improvement activities. And deployment, combined with the actual situation of the work section, specially formulated the implementation plan for the management improvement activities of the public works section.
First, the event time
March 20XX to February 20XX
Second, the scope of activities
All workers in all work areas and offices of the Works Section
Third, the theme of the event
Strong foundations, control risks, transformation and upgrading, value-for-money appreciation, stronger and better, scientific development.
Fourth, the activity target
Through two years of activities, we will continue to consolidate, strengthen and improve the management experience of the work section in safety production, operation and management, energy conservation and emission reduction, and party building groups; the basic management level of the work section will be significantly strengthened, and the job skills of the cadres and workers will be obvious. The improvement and safety production base of the whole section is more reliable, the risk management and control capability is obviously improved, the various management rules and regulations are more complete, the management innovation mechanism is obviously improved, and the benefits of saving potential are more significant. Through continuous reference to the advanced management concepts and methods of the same industry, we will achieve the goal of standardization, intensification, specialization, refinement and informatization of our management.
V. Activity principle
Adhere to the principle of seeking truth from facts; persistence is conducive to the development of our section, is conducive to the improvement of the income of employees, is conducive to the principle of harmony in our section; adhere to the principle of "precise economy, risk pre-control."
Six, organizational leadership
The segment was established to carry out the management improvement activities leading group.
Team leader: Wang Sihong, Xia Aijun
Deputy leader: Fu Jinxin, Li Xiaowu, Zhou Bo
Members: Meng Qinghua, Shi Xianfu, Chen Shengxiang, Ni Shiai
The main responsibilities of the leading group: responsible for reviewing the implementation plan of the management improvement activities in the work section, conducting self-diagnosis within the whole scope; analyzing the bottlenecks restricting the development of our section and the shortcomings of management work; verifying the management of the work section to improve the rectification plan, coordination and guidance Carry out the inspection of management improvement activities; review the summary report and assessment results of the management improvement activities, and select some teams to conduct a collective review of self-diagnosis, improvement and improvement effects and improvement effects at key points of the activity.
The leadership team has a management improvement office, which is responsible for activities such as activity development and assessment.
Director: Fu Jinxin
Members: Meng Xiangwu, Song Yanling, Tian Quality Yang, Liu Feng, Tang Ruju
In order to strengthen the organization and leadership of the activities, the work section adopts the leadership contact responsibility system, which is responsible for guiding the various teams to carry out management improvement activities, supervision and inspection at key stages, and recommending excellent management practices. The specific contact grouping situation is as follows:
The first group: Team leader: Wang Sihong Group member: Tang Ruju
Contact team: Peiyu work area, Daoyu work area, coal preparation area
Group 2: Team Leader: Xia Aijun Member: Meng Qinghua
Contact team: Liujigong District, Zhengjigong District, Bay Work Area
The third group: Team leader: Fu Jinxin Member: Shi Xianfu
Contact team: Yaoqiao Work Area, West Kowloon Subsidence Area
Group 4: Team Leader: Li Xiaowu Member: Chen Shengxiang
Contact team: Cuizhai Work Area, Zhangzhai Work Area, Pei County Work Area
The fifth group: Team leader: Zhou Bo Group member: Ni Shiai
Contact team: integrated work area, bridge work area, double-floor work area
Seven, stage arrangements
According to the guidance of the superiors, the activities are divided into three stages.
The first stage: full start, self-diagnosis stage
1. Mobilize and start learning and improve the link.
In accordance with the overall deployment of the activities, comprehensively implement the relevant archives spirit, strengthen organizational leadership, set up a leading group and office for the promotion activities of the work area management activities, and comprehensively launch the activities of the activities.
The main work is:
(1) Organize all staff of all work areas and organs to learn and understand the spirit of the speech of the superior leaders and organize their implementation.
(2) Compiling and implementing the implementation plan for the management of the work section and reporting it to the activity office of the office.
(3) Fully mobilize the deployment and convene the mobilization meeting for the management of the work section.
2, self-diagnosis, identify the problem link.
On the basis of the self-diagnosis of the “Year of Quality” activities in 20XX, we will once again examine the main difficulties and bottlenecks currently faced, and carry out search activities in the sections and work areas to identify the outstanding problems in the management, in accordance with the “improvement of standards and scope of expansion”. The principle of self-diagnosis is comprehensive.
The main work is:
(1) According to the actual situation, each team and office will carry out self-diagnosis.
(2) Actively carry out industry benchmarking and cooperate with the railway department to carry out management diagnosis.
(3) On the basis of self-diagnosis of each team and office, sort out the development bottlenecks, management shortcomings and gaps in the work section.
(4) Form a diagnosis report and report it to the activity office.
The second stage: professional promotion and collaborative promotion
3. Formulate plans and detailed measures.
Based on self-diagnosis results, identify priorities, develop programs, refine work goals, and work measures.
The main work is:
(1) Decompose the short-term and bottlenecks of the fine chemical industry segment and implement the responsibility for rectification.
(2) Review and confirm the implementation measures and improvement plans for the management improvement activities of each team and office.
(3) Formulate the key improvement plan for the work section, reasonably determine the work standards and objectives, and report to the activity office of the office.
4. Special promotion and comprehensive rectification.
According to the rectification plan for the management of the railway station, it will be implemented step by step, coordinated and promoted, and implemented step by step.
The main work is:
The special chemical engineering section will carry out special projects to promote the activities;
Each work area and each office of the government will be implemented step by step to strengthen the construction of the “three basics” and consolidate the management foundation;
Innovate management mode and focus on improving management level;
Strengthen implementation, improve mechanisms, and achieve the goal of “five-oriented” management.
The third stage: continuous improvement, summary evaluation stage
5. Check the evaluation and continuous improvement.
Develop improvement measures for the problems found in the inspection and continue to improve the results.
The main work is:
Organize various work areas and rooms to summarize the activities;
Summarize management highlights, find improvements, and form a summary report;
Develop improvement and optimization measures for problems identified by superior inspections;
The written report will be submitted to the event office before October 15, 20XX.
6. Summarize experience and commend advanced links
Summarize and evaluate the effectiveness of the management improvement activities in the work section; report the team or individual with outstanding performance in the activity.
The main work is:
Summarize the experience of the management of the work section to enhance the activities and refine the long-term improvement measures;
The evaluation results are included in the assessment of each team.
Report advanced materials.
Eight, supervision and inspection
In order to ensure the effectiveness of the activities, the works section will be arranged according to each stage, and the leading group will conduct in-depth supervision according to the grouping situation. The supervision will be arranged at the end of each stage. The main contents of the supervision are: the development of the activities of each team, the problems encountered in the current activities, and the opinions and suggestions on further promoting the management promotion activities in the work section.
Nine, summary evaluation
In accordance with the guidance of the railway management improvement activities, the summary evaluation will be carried out four times at the end of each phase and at the end of the event.
Stage evaluation
At the end of each phase, the segment activity office will organize relevant personnel to conduct evaluations based on the progress of the work. The evaluation results are summarized and analyzed and then reported.
Final rating
1. Appraisal method. After the activity, the work section will summarize and analyze the report in the paragraph, and conduct self-summary evaluation. The evaluation includes organizational leadership, self-diagnosis, rectification and implementation, and work effectiveness.
2. Summary and commendation. Follow the file.
Part 2: Management Improvement Program
In order to create a new situation in the scientific development of our bureau, comprehensively improve the management level of enterprises, and realize the grand goal of enriching the people and enriching the people as soon as possible, the Bureau of Economic Research decided to carry out the "Management and Improvement Year" activities in a comprehensive scope. In order to ensure the smooth progress of the activities and achieve the expected results, this activity plan is specially formulated.
First, the guiding ideology
Guided by the scientific concept of development, and relying on the Group's "Three-June-June" strategy, focusing on the "2251" development strategy, we will focus on solving outstanding problems and weak links that restrict enterprise management, and conscientiously implement specific and effective work measures and systems. Arrange, further promote the upgrade of enterprise management level, and win the overall victory of all work in 20XX!
Second, the work objectives
To ensure the completion of the overall business income and profit indicators determined by the Bureau of Staff and Workers, the production of timber is 120,000 m3, the output of MDF is 55,000 m3, and the raw material for Chuangda Man-made Board Factory is 74,300 tons. It has reached more than 1470 yuan/m3, and the production and sales rate of major products has reached more than 99%. The wages of employees on the job are growing at an average annual rate of more than 15%. There were no major forest fires, no major industrial fires, and safety production accidents that did not exceed the standard throughout the year.
Third, the main tasks and measures
Strengthen internal control system construction and improve system execution
1. Comprehensively review the existing management system. The original system should be compiled in accordance with the principles of effectiveness, management, practicality, and operation. In accordance with the principle of "what is missing, what to add, what is not adapted, what to adjust and improve", we must supplement and improve relevant systems in a targeted manner, so that everything must have a system, and all systems must be strictly enforced. Strict assessment, all assessments must be rewarded and honored, forming a strict management system with strict requirements, strict requirements, and strict assessment of the system management mechanism. This work is led by the Enterprise Management Department, with the cooperation of various departments and departments, and completed before the “May 1st”.
2. Seriously implement the various management systems. Adhere to the law, compliance, and performance, use the system to manage people and manage matters, and restrict the operation of power within the framework of laws, policies, and institutions. It is necessary to adopt rigid measures, strengthen the binding force of the management system, ensure that the system is implemented in every aspect of production, operation and management, and achieve quantitative assessment, so that everyone, everything, time and place have standards, assessments, and overall improvement. Work level. This work is handled by the Enterprise Management Department and cooperates with various departments.
Do a good job in the production of the two main businesses to ensure maximum economic benefits
1. In terms of timber production: the main departments and units should do a good job in cutting the area, investigating and designing, and cutting the area, and the dispatching room should be coordinated. The forest farm, the steam transport station and the storage yard should do a good job. Ensure that the upper, middle and lower flow operations are organically connected to maximize the benefits of wood production.
2. MDF production: We must work hard to increase production and reduce unit consumption; work hard to improve grades and prices, and maximize product added value. At the same time, Chuangda Man-made Panel Factory should carefully organize the acquisition of branches and sapwoods in the surrounding Redstone, Weihe, Shulan and Huangnihe, and fully guarantee the supply of raw materials. Make sure that the profit indicator is not completed because the raw materials are discontinued.
3. Branch coffin production: As the main raw material of MDF, the production department and the forest farms adopt super-conventional measures to organize the production of twigs and coffins. It is required that all the remaining items with a diameter of 2 cm or more and a length of 50 cm or more must be collected and transported to the Chuangda Artificial Board Factory for raw materials. Production and resource management departments cannot give acceptance of small classes that are not cleaned up.
Strengthen professional management and strive to steadily improve business results
1. Strictly control cost expenditures. Focusing on the cost control of system control, coordinating the macro and micro cost control, reducing the non-value-added links, and improving the level of cost control. In addition to wages this year, the management fee will be reduced by 20% on the basis of the previous year, especially the hospitality fee will be reduced by 50% on the basis of the previous year. All departments and units will have to entertain in the canteen or bureau of the company in the future. It is not allowed to use public funds to eat and drink in individual restaurants. The Commission for Discipline Inspection and the Ministry of Supervision should increase investigation and punishment. In the management of funds, we must adhere to the principle of a pen. The expenditure of more than 20,000 yuan must be signed by the director. The overall hospitality and travel expenses written off must be signed by the director, otherwise the financial is not allowed to write off, and which level of financial violations are handled according to violations.
2. Establish an internal legal risk prevention mechanism. It is necessary to sort out and demonstrate all the contracts that have been formulated and still being implemented, and focus on checking whether the contractual parties' subject qualifications and performance capabilities are scientifically analyzed before signing the contract, and reviewing the legality, validity and rigor of the contractual contract, and whether it is established. The contractual contract process supervision mechanism. Strictly implement the contract review system. Any contract signed by the foreign party must be reviewed and signed by the legal consultant before signing, effectively avoiding operational risks. All compensation and economic disputes involving the people are settled by court litigation, and the litigation costs and compensation fees incurred by the unit are 50%.
3. Standardize the management of labor organizations and optimize the allocation of human resources. It is necessary to scientifically formulate a wage distribution policy, and the extraction of wages is linked to indicators such as safety, efficiency, output, and quality. The implementation of the production of people, the appointment of people. Encourage and support grass-roots units to compete for posts in management positions and logistics posts; if the grass-roots units arbitrarily arrange management and auxiliary personnel, they must be thoroughly investigated and deducted from the unit salary settlement. This work is the responsibility of the Ministry of Labor and Human Resources.
4. Establish a systematic, standardized, scientific, efficient and rigorous risk prevention system. Establish a daily work system for risk management, clarify the duties, work requirements and work measures of risk management of functional departments, regularly study and review risk management issues, and make risk management routine, dynamic, and institutionalized. Implement the internal indicator responsibility system and sign the responsibility. The principle is: "Ning change people do not change the standard." By the end of this year, one of the units’ veto indicators was not completed and the team was removed from office. Anyone who makes a petition from the department due to a mistake in the department's work will be recorded daily by the petition department, and 20% of the department's year-end bonus will be deducted at the end of the year.
5. Establish a financial risk emergency response mechanism and an enterprise financial early warning system. Study and formulate emergency response plans for operating financial risks, and build a financial risk prevention line for business operations. All extra-budgetary additional costs, expenses, individual expenses, and extra-budgetary investments must be approved by the Director.
6. Standardize bonus approval management. Formulate global bonuses and reward management methods. Identify the reward targets, bonus criteria, assessment basis, and assessment methods. The approval of each bonus is subject to the new method.
7. Strict civilized production management, highlighting the theme of business management. In terms of safety management, it is necessary to establish a long-term mechanism for safe production, distinguish between supervisory responsibilities and main responsibilities, and truly put safety management work on the mind, and grasp it in the hands and implement it in all aspects of the work. It is necessary to intensify the inspection and rectification efforts, strengthen the management of key parts, key processes, key positions and hazard sources, and eliminate hidden dangers in time. In the on-site management, each forest farm must strictly implement the operating procedures when working in the cutting area, adhere to the voucher harvesting, and operate according to the data; the storage yard should meet the “Sanqingyihua” management standard to facilitate production and sales; Strengthen the management of transportation materials, do road maintenance work in advance, reduce and eliminate the wire strip and the material in the process of transporting materials; Chuangda artificial board factory should ensure that the items are placed neatly and the operation channels are smooth in accordance with the requirements of standardization and standardization. The dust should be cleaned in time, and the workshop should be clean and hygienic; the construction work should be based on the principle of “who works and who cleans up”, clearing construction waste in time, and achieving civilized construction and safe production.
8. Strict quality management. In the quality of work, we must establish a sense of pre-emptiveness, and all work must stand in the forefront; in terms of product quality, both the quality of logs and the quality of MDF must strictly enforce industry standards, ensuring the market share of products and Competitiveness; in the quality of work, the cutting area operations must strictly implement the quality management methods for cutting operations, especially focusing on solving the problem of smashing wood and wrong mining. Regardless of the project in the infrastructure construction, it is necessary to strictly follow the bidding procedures, select the engineering team with construction qualifications, and select responsible engineering supervision to ensure the quality of the project.
9. Strengthen sales management. It is necessary to intensify market development, earnestly study, grasp market conditions in a timely and accurate manner, adopt flexible and diversified sales strategies, continue to implement competitive sales for best-selling materials and hand-made materials, and strengthen on-site management of storage yards, resolutely eliminate selection phenomena, two storage blocks. The field must be strictly controlled, and it is found that all selected customers will stop shipping, and all employees who participate in the selection will be laid off.
10. Increase the collection of water, electricity and heat bills. It is necessary to formulate effective measures to actively organize the collection of “three fees”. For the employees who refuse to pay the fees, the unit leaders are responsible for the conversation, and the middle-level leaders are responsible for the conversations organized by the organization department and the discipline inspection committee, striving to achieve a rate of 95. %the above.
11. Bulk materials are managed in a centralized manner. According to the internal control regulations of enterprises, all the raw materials for gasoline, diesel, steel for basic construction, cement, production and domestic use are included in the centralized procurement management. The goods and trade companies collect the products centrally, and the audit and disciplinary committee participate in the supervision and use of the units.
12. Strengthen resources and forest land management. Establish and improve the "responsibility system for forest resources management and protection objectives for leading cadres" and "responsibility system for forest guards to protect insurance," increase the intensity of fixed-point inspections and mobile inspections, and deforestation, wild hunting of wild animals, and indiscriminate exploitation. The illegal and criminal activities of digging rare wild plants will be resolutely cracked down. The illegal acts of unlicensed transportation and unlicensed operation of processed wood shall be resolutely investigated and punished according to law. All forest farms should increase the recycling of forest land, strengthen the management of fire in the wild, strengthen the construction of forest fire prevention and early warning mechanism, and actively prevent the occurrence of forest fires. The forest resource management and protection indicators are included in the target assessment of the term of the field, and are linked to the leadership mortgage and unit share.
Fourth, safeguard measures
Establish an event leadership team
In order to strengthen the organization, management and assessment of the “Management and Improvement Year” activities and ensure the smooth development of the “Management and Improvement Year” activities, the Bureau established the “Management Improvement Year” activity leading group.
Team leader: Chen Zhi
Deputy Team Leader: Tian Yongqing Sun Yingqi Jiang Zhaoli
Member: Head of department
The Leading Group Office is located in the Corporate Management Office.
improve publicity
The Propaganda Department of the Party Committee shall formulate and plan a publicity plan for the “Management and Improvement Year” campaign. It is necessary to make full use of various forms of propaganda positions such as newspapers, newspapers, and websites to publicize the significance of the "Management Enhancement Year" activities, and timely summarize, exchange, and promote the outstanding achievements and advanced models obtained in the "Management Improvement Year" activities. The relevant publicity report for the whole year is no less than 10 articles. This work is the responsibility of the Propaganda Department and the Office of the Party Committee.
Coordinating guidance and coordination
In order to ensure the expected results of the activity, the Office of the “Management and Enhancement Year” of the Bureau should fully plan, organize, guide and coordinate to improve the quality of the activities and ensure that the “Management and Improvement Year” activities are carried out in an orderly and powerful manner. At the beginning of each month, I will be responsible for convening an event leadership team meeting, summarizing the phased work, and deploying the next phase of the focus. All units and departments must establish corresponding organizations to clarify their responsibilities and ensure that activities are carried out in an orderly manner and effectively promoted. It is necessary to focus on implementing the overall objectives of the “Management and Enhancement Year” activities, starting from the actual situation of the unit, refining the management improvement plan, clarifying the management improvement objectives, quantifying the management improvement content, and formulating specific implementation measures, which will be reported to the event office before March 10. . Strengthen activity supervision
This work is under the responsibility of the Enterprise Management Department. The establishment of a comprehensive “Management and Enhancement Year” event regular meeting system, supervision system and inspection and assessment methods will be completed by April 30th. The Leading Group of the “Management and Improvement Year” of the Bureau will conduct random inspections on the development of the phased activities of each unit and report the inspections once every quarter.
Pay close attention to the implementation of assessment
"Management and Improvement Year" activities, taking the usual assessment, year-end summary, one-time reward and punishment, the assessment is based on the principle of "from fine, strict, heavy, heavy punishment", the assessment results directly with the unit to evaluate, evaluate, and lead the mortgage hook up.
1. Implement accountability system for leading cadres and establish a heavy penalty mechanism. For the leaders of units that have mismanagement, improper handling of unexpected incidents, unclear contracts, dereliction of duty, mistakes in decision-making, and major losses or major influences on enterprises or units, they shall be held accountable, and shall be punished, notified, and deducted from the mortgage 10%. Demotion, dismissal, dismissal.
2. Cost savings, divided into 70% of the section; super profit, 50% withdrawal bonus; branch coffin management award 3 yuan / ton, super production award 30 yuan / ton; increase the price of wood, the storage yard according to the increase of 2 -4% draws bonuses, and the timber distribution company draws bonuses based on 1-4% of the increase.
3. The unit that fully completes the investment index is divided into 50% of the total prizes used to reward the leaders of the unit.
4. In the confirmation of the completion index, there is a veto indicator that has not been completed. The unit team is collectively dismissed. Each refusal of a veto indicator deducts 20% of the mortgage money of the leading group, and deducts 30% of the unit year-end benefit award; The important indicator is to deduct 20% of the mortgage of the leader of the unit; to complete a major indicator for each lesser, deduct the 5% of the mortgage of the leader of the unit; to complete a general indicator for each lesser, deduct the leader of the unit 1% of the mortgage.
Chapter 3: China Power Construction Group Co., Ltd.
According to the unified deployment of the SASAC, the group company decided to start the management promotion activities in the group in two years from March 20XX. In order to ensure the orderly development of the activities and achieve practical results, in accordance with the "Guiding Opinions on the Management Promotion Activities of Central Enterprises" by the State-owned Assets Supervision and Administration Commission, this plan is formulated in conjunction with the actual situation of the group companies.
First, the guiding ideology
Seriously implement the overall requirements of the SASAC, base on the reality of the group company, and take the scientific development concept as a guide, focus on building the strategic goals of world-class enterprises with international competitiveness, strengthen the "three basics" and achieve standardization, standardization and refinement. Focus on benchmarking management as the carrier, project management as the main direction, and support by information construction, effectively solve the outstanding problems and weak links in enterprise management, eliminate shortcomings, break through bottlenecks, and cover management improvement activities to enterprises. In all areas and levels of management, we will promote management innovation, improve management efficiency, and promote the overall improvement of corporate management.
Second, the theme of the event
The theme of the Group's management improvement activities is: strengthening the foundation, controlling risks, transforming and upgrading, maintaining and increasing value, and making strong and scientific development.
Third, the activity target
The overall goal of the Group is to enhance the standardization, standardization and refinement of the management of the Group by carrying out management improvement activities, accelerate the transformation of the management mode from extensive to intensive and refined, and consolidate and enhance the advantages and leading position of the Group in the industry. To lay a solid foundation for the Group to be stronger and better, and to build a world-class comprehensive construction group with strong international competitiveness and quality and efficiency.
The specific objectives of the following five aspects are achieved:
Group management and control order
In accordance with the requirements of the “Sino Power Construction Group Co., Ltd. Development Strategy Framework and Group Management and Control Plan” issued by the State-owned Assets Supervision and Administration Commission and the world-class and group companies, the Group has adopted the requirements of strengthening group management, intensive management and refined management. Carry out management improvement activities, further adjust and improve the institutional mechanisms involving enterprise development, reform, and management, and gradually establish an enterprise organizational structure, management system, and corresponding institutional system that adapts to the Group's development strategy and management and control mode, and comprehensively sort out the management processes. Gradually establish an integrated, standardized, scientific and efficient group management and control system.
Significant strengthening of basic management capabilities
Breakthroughs have been made in solving outstanding problems and weak links that have constrained the development of enterprises for a long time. The enterprise management and control mechanism has been further improved, the management system has been further improved, the process has been further optimized, and the standardization, standardization and refinement of management have been significantly improved.
The level of management modernization has improved significantly
The corporate governance is further scientifically improved, the management system is further systematic and efficient, the lean thinking and management activities are widely combined, the advanced management concepts, technologies and methods are effectively applied, and the promotion of information technology to management improvement is significantly enhanced.
Management innovation mechanism is obviously improved
The management innovation work system has been further improved, and the culture and atmosphere that encourages all employees to participate in management innovation has been formed. The management innovation results have been effectively transformed, the internal resource allocation capability has been further improved, and the long-term mechanism for management innovation to promote the continuous improvement of enterprise management level has been further improved.
Significant improvement in overall performance
The cost and major risks of enterprises have been effectively controlled, the financial performance indicators have been continuously improved, the internationalization, marketization and quality of the management talent team have been further improved, the value creation ability and market competitiveness have been significantly improved, and the management has improved the scientific development and transformation of enterprises. The promotion role of upgrading, transforming the development mode, better fulfilling social responsibilities, and realizing the core objectives of the “Twelfth Five-Year Plan” reform has been significantly enhanced.
All departments and member companies at headquarters should propose specific and detailed activities in accordance with the above requirements.
Fourth, the basic principles
Each member company carries out management improvement activities, and must plan, implement, highlight, and comprehensively advance, while grasping the following principles:
Management improvement is combined with corporate development strategy and practical work. Guided by the overall strategy of the group company, we will focus on the strategic objectives, closely integrate the actual production and operation activities, and integrate the management improvement work into all aspects of daily work.
Comprehensive improvement combined with key breakthroughs. Grasp the outstanding problems, sum up the methods and form the mechanism, and advance them step by step, so as to achieve overall improvement.
Based on self and learning and learning. Through the benchmarking activities, while summarizing and promoting the experience of applying the internal benchmarking companies of the group companies, we will effectively use external resources to learn from all the theories and experiences that are conducive to our own development, to be inclusive, to learn from others, to integrate and refine, and to gradually form industry characteristics. And its own management mode.
The combination of management improvement and deepening reform. Through deepening reforms and innovative mechanisms, it will provide a dynamic guarantee and institutional basis for further strengthening and improving management. At the same time, through strengthening management, ensuring the smooth operation of the conversion operation mechanism, the results of the reform can be consolidated and developed, and the management effectiveness can be effectively improved.
Management improvement is combined with the establishment of an internal control system. Taking the opportunity of management improvement activities as an opportunity to effectively promote the construction of comprehensive risk management and internal control system, and at the same time, through the establishment of a comprehensive risk management and internal control system, effectively control the risks in the production management and management process, and ensure that production, management and management activities are Controlled and orderly.
V. Key tasks
Focus on standardization, standardization, and refinement, and strengthen basic management
Firmly establish the concept of "not foundation firmly, move the earth and shake the mountain", cultivate the work style of "rigorous and realistic", and strengthen the grassroots construction, basic work and basic training and management standardization, standardization and refinement on the basis of comprehensive self-examination and diagnosis. Focusing on the elimination of waste, creating value and continuous improvement, we will sort out the optimal workflow, effectively use standardized, standardized and refined management methods, establish systematic, scientific and practical standards and institutional systems, strictly enforce and consolidate Management basis.
Focus on project management and strive to improve project management
Project management is the main direction of management improvement activities. The first is to improve the project management system; the second is to build a project management and control model; the third is to grasp the whole process control of the project. Standardize subcontract management, improve construction network planning, implement matrix management, strengthen contract constraints, strengthen detail control, and reduce project costs. To achieve four unifications of enterprise management and project management: unified management responsibilities, unified management processes, unified brand strategy, and unified resource allocation. Through four unifications, standardization of group project management and management processes is achieved, thereby enhancing the Group's brand image and brand value, cultivating first-class resource integration capabilities, and achieving continuous resource integration and global resource allocation.
Deepen the overall budget management by establishing a cost reduction mechanism as an entry point
Strengthen the construction of cost reduction mechanism, establish a comprehensive budget management system, cost and expense management system and cost and cost assessment mechanism. Implement intensive management of funds, strengthen centralized management and control of investment behavior; strengthen procurement management of equipment and materials, effectively reduce financing costs, management costs, project costs, investment costs, and equipment maintenance costs; optimize budget management processes, implementation and business processes The effective connection and cooperation of information systems. Under the guidance of the comprehensive budget management system, the cost management will be strengthened, and the cost reduction mechanism will be implemented to each project, and the cost reduction and efficiency will be realized from the project.
Guided by strengthening risk management and improving internal control system
Actively carry out comprehensive risk management and internal control system construction, and promptly establish and improve risk management and internal control systems, and build a “three lines of defense” for risk management of group companies. Conduct risk assessment work, release major risk pools and major risk distribution maps; sort out management business processes, conduct joint work on major risks and internal control business processes, build risk management and internal control process system framework; establish risk control matrix and improve risk monitoring Identification and prevention system. Through the system to avoid risks, mechanisms to control risks, responsibility to reduce risks, and strive to achieve a balance of speed, efficiency and risk. Strengthen self-evaluation of the effectiveness of internal control, continuously improve and optimize the internal control system to ensure effective management efficiency.
Innovate enterprise management mode with benchmarking management as carrier
The benchmarking management is used as a carrier for carrying out management improvement activities, and management diagnosis and value diagnosis are carried out through benchmarking management, and a benchmarking management system and indicator system are established, and key indicator areas and key indicators are identified. Extensively carry out the management benchmarking with advanced enterprises, advanced indicators and SASAC in batches, clear the gap and improvement direction, refine the special improvement measures, promote the in-depth development of management promotion activities, and effectively improve the management efficiency of enterprises.
To deepen the reform of the three systems of enterprises as an important content, promote institutional innovation
The first is to build a labor-oriented mechanism that is strategically oriented. Standardize labor employment according to law, optimize the employment structure while maintaining flexible employment mechanism, and establish a labor employment system based on labor contract and adapt to enterprises' participation in international competition. The second is to optimize internal human resource allocation. Establish a high-end talent sharing platform, broaden the channels for talent growth, strengthen the dynamic management of posts, and gradually form a dynamic management system and mechanism for posts that are based on competition, on-the-job competition, off-the-job training, and exit-guaranteed. The third is to establish a sound income distribution mechanism that combines incentives and constraints. Promote the performance management and assessment of all employees, correctly handle the interests of the state, the collective and the individual, and adhere to the principle of “two lower than” and “performance increase, salary increase, performance decline, salary reduction”, and establish income distribution, which is conducive to attracting talents. Retain the medium- and long-term distribution incentive mechanism for talents.
Supporting the construction of information technology and improving the modern management level of enterprises
Supported by informatization construction, the modern information technology is integrated with advanced management concepts, and the innovation of enterprise management is driven by informationization. The construction of high-performance "informatization 311 project" will comprehensively enhance the basic support, support, service and leading role of informationization to management improvement. Strengthen the planning, construction and deepening of informatization, and implement and apply systems, standards and norms through informationization, optimization and activation, and comprehensively improve the modern management level of enterprises.
Strengthening group management and control with the goal of building a world-class enterprise
Through the management improvement activities, the headquarters and capacity building of the group and the sub-enterprises at all levels will be effectively improved, and a control system with moderate centralization and rational decentralization will be established. From the management concept, management system, management responsibilities, function positioning and other aspects, we will sort out the management process, clarify the flow of business processes, control processes, promote process reengineering, and strive to achieve management institutionalization, system process, and process informationization.
Transforming and upgrading as an important measure to enhance the core competitiveness of enterprises
Establish the concept of “curving beyond” and promote the transformation of the group company into quality and efficiency. Clarify the direction and focus of development, occupy the commanding heights of future development, transform and upgrade traditional industries, promote vertical integration of the industrial chain, and innovate business models. Through transformation and upgrading, the core competitiveness of the group company will be enhanced.
Sixth, working methods
The benchmarking management is the main carrier for the management promotion activities of the group companies, and the overall design and promotion are carried out at different levels, and an atmosphere of participation and full promotion is formed. In the work method, the "five-step method" is adopted to advance:
Mobilization preparation
In accordance with the overall requirements of the SASAC and the group companies, each member company shall fully publicize, unify, fully mobilize, and fully participate, and establish a lean and efficient work organization. According to the overall operation and current situation of management processes and business processes, the initial planning working plan.
Assessment diagnosis
To mobilize the enthusiasm and initiative of all employees, through in-depth investigation and extensive solicitation of opinions, focus on systematic evaluation and diagnosis from three aspects of operational system, management structure, concept and capability, and investigate existing outstanding problems and weak links. Accurate management of shortcomings and bottlenecks, and based on this, understand the ideas and problems of employees, and prepare a system diagnostic report.
Design
On the basis of the diagnosed management shortcomings and problems, through benchmarking analysis, finding improvement methods, prioritizing, formulating practical and feasible overall improvement plans and implementation plans, identifying time nodes, implementing responsible departments and personnel, and publicizing Inform all employees.
Implement rectification
According to the overall improvement plan and implementation plan, gradually implement various key improvement measures. In the process of organization and coordination, track and monitor and timely improve the problems found, and improve the improvement plan in a timely manner. At the same time, we will develop training programs and continuously strengthen our concepts and capabilities.
Curing perfect
Summarize experience, learn from others, form management improvement results that are in line with the company's own characteristics, improve processes and standardize them, build standard templates that can be copied and promoted, and establish long-term mechanisms to ensure continuous improvement.
七、組織方式
管理提升活動覆蓋集團公司及各成員企業，分級實施。集團公司全面負責指導、檢查、評價各成員企業管理提升活動的實施，並將各成員企業管理提升活動成效納入領導班子考核內容。
集團總部各職能部門和事業部，從全面提升集團管控能力和增值服務能力的角度開展活動。
水電建設集團/水電股份公司、水電顧問集團要充分發揮子集團的管理職能，負責指導、監督、評價所屬企業管理提升活動的開展，並對其活動實施情況進行考核評價，將管理提升活動成效納入領導班子考核內容，制定考核辦法、明確考核標準、細化考核指標。
各事業部負責指導、監督、評價所管理企業管理提升活動的開展，並對所管理企業的實施情況進行考核評價。
為切實開展好集團公司管理提升活動，集團公司已成立管理提升活動領導小組，其主要職責是：部署、組織、指導、檢查和協調集團公司管理提升活動。
集團公司管理提升活動領導小組下設辦公室，總部各部門、事業部指定一名管理專員為辦公室成員，協同開展工作，管理提升活動領導小組辦公室的主要職責是：具體負責集團公司管理提升活動的推進，組織制定工作方案和有關措施；督促各成員企業制定管理提升活動方案和建立長效機制，指導各成員企業開展管理提升活動；收集各成員企業開展管理提升活動的信息，並向領導小組匯報活動進展情況；定期發布活動簡報，並組織開展培訓和宣傳工作；對活動的實施情況進行審議和評價。
按照“橫向到邊，縱向到底”的要求，各成員企業要層層遞進地成立管理提升活動組織機構，確保管理提升活動深入項目、車間、班組，切實加強對活動的層層推進工作。
八、進度安排
集團公司管理提升活動分為3個階段6個環節。
第一階段為全面啟動、自我診斷階段。時間是20XX年3月至20XX年8月。分為2個環節，即動員啟動、學習提高環節和自我診斷、找準問題環節。
第二階段為專項提升、協同推進階段。時間從20XX年9月至20XX年8月。本階段分為2個環節，即制訂方案、細化措施環節和專項提升、全面整改環節。
第三階段為持續改進、總結評價階段。時間從20XX年9月至20XX年2月。本階段分為2個環節，即檢查評價、持續改進環節和總結經驗、表彰先進環節。
九、工作要求
管理提升是一項複雜的系統工程，必將觸及企業的各個層面、關係到各方利益，對每位員工的思想覺悟、各級機構的組織能力都是一次全新的考驗。在集團公司管理提升活動中，要做到統籌規劃，精心部署，充分發動，分步實施，突出重點，務求實效。
加強領導，精心部署
要將管理提升活動納入企業整體戰略和發展規劃，並與企業的日常管理工作有機結合，統籌規劃，周密部署，積極穩妥地推進。集團公司總部各部門、事業部除明確本部門的領導責任外，要明確一名管理提升活動的專員，具體負責管理提升活動的推進和聯絡工作。各成員企業主要負責人要親自抓，組建精幹高效的工作機構，明確分工、落實責任、協同推進，形成領導有力、分工明確、齊抓共管的工作格局。
充分發動，統一認識
員工是實施管理提升活動的主體和動力。各成員企業要廣泛利用宣傳媒體開展宣傳教育，營造企業全方位提升管理的良好氛圍，促使全體員工提高對開展管理提升活動重要性的認識，讓廣大幹部員工進一步明確集團“十二五”時期工作目標和任務，領會活動的意義、方法和步驟。尊重和發揮廣大員工的積極性、創造性，使他們真正從思想上提高認識，並自覺參與到管理提升活動中來。
要充分發揮黨、政、工、團的作用，並將管理提升活動與創先爭優結合起來，以創先爭優的精神，自查自糾管理問題，提出合理化建議。使創先爭優活動進一步融入企業生產經營，並不斷引向深入。
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