Investigation report on the construction of corporate culture of Yangmei Group
Investigation report on the construction of corporate culture of Yangmei Group
I. Basic experience of corporate culture construction of Yangmei Group
The Yangmei Group first established the strategic goal of “Big Boqiang, Ten Years and Ten Billions” and the “Strategy of Combining Coal and Non-Coal Simultaneously”. Since 1998, after three years of careful planning and preliminary preparation, Beginning in January this year, with the concept of penetration, employee behavior development, implementation of REM fine management and visual identity system development as the main content, extensively and in-depth study of the successful experience of the implementation of cultural management in contemporary domestic and foreign strong enterprises, combined with the characteristics of the coal industry and the enterprise itself The actual integration and refinement, to create a strong corporate culture, and enhance the competitiveness of enterprises in all aspects. They do not argue and explore the concept of corporate culture, but regard corporate culture construction as the starting point and destination for improving the management level of enterprises, closely surrounding the reform and development of enterprises, focusing on improving management standards, improving economic efficiency, and focusing on employees. Team building, make up the industrial civilization course of modern enterprises. Their basic experience is:
The first is the penetration of ideas. Incorporating corporate philosophy and corporate strategy into the depths of employees' minds, becoming the spiritual outlook of employees and becoming a common value and behavioral norm is one of the priorities of corporate culture. The Yangmei Group has carefully compiled the "Corporate Culture Handbook", which is prefaced by the party committee secretary, chairman and general manager, including 16 exquisite, accurate and vivid interpretations of the 22 corporate culture concepts, as well as the strategic goals and operational readiness of the group company. 20 items of the 6S basic behavioral norms, the visual identity elements of the group company and the "Song of the Yangmei Group".
In the process of infiltration of ideas, they intensified their penetration through various forms such as organizing study and discussion, reading concepts after the class, performing arts performances, speech contests, and “employees' words and paintings” formed after the second creation. On this basis, all units conducted a large-scale and rigorous closed-book examination. More than 90% of the employees of the company participated in the examination. Those who failed were re-tested and assessed, which formed the concept of "everyone" and everyone consciously guided the behavior.
At the same time, they have produced a large number of exquisite corporate strategies and concept plaques in industrial plazas and various industrial sites, office buildings, conference rooms and corporate public places in accordance with corporate visual identity elements, replacing them with intensive corporate imagery groups. In the past, various slogans of temporary slogans have formed a strong cultural atmosphere. In addition, they also organize employees to learn to sing "The Song of Yangmei Group", and in the various conferences and ceremonies, they will sing "The Song of Yangmei Group" into the program; let employees know the company's flag, corporate logo, standard word, Relevant elements such as standard colors enhance corporate cohesion and appeal.
The second is behavioral development. The Yangmei Group takes the 6S behavioral norm as the standard, and makes great efforts to improve the civilized quality of the workforce and cultivate professionalism that is dedicated and dedicated. They comprehensively refer to the strong behavior of domestic and foreign strong enterprises and the foreign companies in the United States, Japan, Germany and other employees, set the basic behavioral norms of employees 6S that meet the characteristics of coal mines and their own reality, namely, finishing, cleaning, punctuality, standardization, literacy, Safety, and determine 20 elements of the 6S code of conduct, conduct behavior development training among all employees. Each grassroots unit sets the kanban of the 6S basic behavioral norm to the pre-class conference room and the job site, and sets up a 6S evaluation platform. The excellent employees and the worst employees in the class conduct comments, and the employees are evaluated monthly according to 20 factors. Responsibility system assessment sequence. They also set up a unified and standardized pre-class and post-class ceremonial program, clarified the taboos of employees' job behaviors, eliminated 10 uncivilized behaviors, and promoted eight types of 30 common civilized terms, gradually changing the image of coal miners.
The third is to implement REM fine management. Yangmei Group has introduced the REM fine management model with the basic goal of “daily day and day high and high day”. REM's fine management is the fine management of everyone, everything, every day, every place. REM fine management is a management model starting from 4E foundation, starting from the source of management process and starting from on-site management. It embodies the management philosophy of “basic foundation, scientific rigor, program first, and intensive management”.
The first is to establish a comprehensive coverage of the 4E standard system, determine the specific work content and work standards for each person, every event, every day, every place, and integrate the original quota, post responsibility system, and economic responsibility system into a strict enterprise. The basic management standard system is truly a standard for everyone, a standard for everything, a standard at all times, and a standard everywhere.
The second is to establish a REM fine management work card, namely ABC three cards. The A card is the day card for the employee's job operation; the B card is the daily summary card for all the team members; the C card is the comprehensive assessment card for all employees. The ABC three cards are set on the basis of the original records, class boards, and account books. They do not separate the original practical basic management materials, but also achieve refined management.
The third is that the managers implement the walk-through management, insist that the leading cadres at all levels conduct inspections according to the determined 4E inspection time span, and focus on the scene to achieve on-site control without dead ends and no missing. There must be records in the inspection, to find problems and solve problems. In the initial stage, the manager is required to correct the operator's inspection and correction, and each post should be no less than one question per week. For three consecutive weeks, the manager of the day-high day cannot be instructed to implement dynamic conversion. The ultimate goal of implementing walk-behind management is to cancel the office of the grassroots team leader and workshop director.
The fourth is to establish a refined assessment and incentive system, and conduct a comprehensive assessment of the performance of each employee every month. As a basis for the distribution of wages and the dynamic transformation of the three jobs, the incentives are advanced and spurred forward. If they do well, they will be respected and positively encouraged. If you don't do well, you will be criticized and negatively encouraged.
4E standard system, kanban management and mobility management are the three major support systems for REM's fine management. The establishment and improvement of these three systems have made the management of the company undergo a qualitative leap in the transition to strictness, reality, precision and fineness. breakthrough.
The fourth is the development of visual identity systems. Establish a distinctive corporate identity system, known as CIS internationally. After a lot of hard and meticulous integration and refinement in the past few years, they have completed the planning and design of corporate image recognition system based on their own strength. On the basis of integrating traditional culture and modern enterprise management ideas, they have integrated the concept recognition system and strategic identification. The system, behavior recognition system and visual identification system are four major parts, and the high-level uniform setting of corporate songs, corporate flags, corporate logos, standard characters, standard colors, office supplies, etc., shows that traditional state-owned coal enterprises are in the modern market. Under the economic conditions, the higher level of comprehensive literacy, unique personality temperament and the courage to innovate and courageously strive for the great corporate style, promote the good perception of the company's internal employees and the public as a whole.
Second, the basic characteristics of the corporate culture construction of Yangmei Group
In just eight or nine months, Yangmei Group focused on building a strong corporate culture, which has brought about significant changes in the company's appearance. The analysis of the process of corporate culture construction of Yangmei Group reflects the following characteristics:
First, the determination is great, and the party and government leaders have indeed regarded corporate culture construction as the number one project. To build a corporate culture, “the key is to lead” is firstly the main leadership of the party and government, followed by the leading group with the main leadership as the core, then the two top leaders of the grassroots units and the executive leadership of the grassroots regional team. It can be said that if there are two leaders, the corporate culture will be half successful, and the consensus of the leading group will be 60% successful. The strict implementation of the leadership has succeeded 80%, coupled with the recognition of the workers and a practical, scientific and practical planning program, it has achieved 90% success. Corporate culture is an entrepreneurial culture. If the Yangmei Group does not have the initiative and personal attention of the main leaders, it will not be possible to achieve today's results.
The second is to clarify the strategic goals of the company's development. In any case, the corporate culture and construction work is to promote the development of the enterprise. The Yangmei Group first established the strategic goal of “Big Boqiang, Ten Years and Ten Billions”, and used this banner to unite people’s hearts and boost morale, causing employees. Identity.
The third is to explore and establish a practical system. The construction of corporate culture is fundamentally in the system. Yangmei Group develops around the behavior of employees, and regards 6S as a platform for corporate culture construction, unified management standards and management systems, and REM fine management as the support of 6S platform, and ABC three-card management as the carrier of REM fine management. 4E standard, kanban management, and walking management are the supporting systems for implementing the ABC three-card management carrier, forming a system chain and management chain, thus ensuring the effectiveness of corporate culture construction.
Fourth, there is a scientific, standardized, systematic and rigorous assessment system. “The success or failure is in the assessment”, Yangmei Group from group companies, mines, district teams to teams, all positions are not subject to assessment, A card every day assessment, B card lined up every day, C card lined up every month, every day, every class evaluation Out of the best and worst employees, every day to comment, monthly excellent employees, trial employees and trial employees, three workers coexist, dynamic management. An effective incentive and restraint mechanism has been established to ensure durability.
The fifth is to grasp the essence of corporate culture construction, that is, to closely integrate and innovate corporate culture and enterprise management and management, thus avoiding the two skin phenomena of corporate culture and enterprise management.
III. Analysis of the role of corporate culture construction in Yangmei Group
The construction of corporate culture of Yangmei Group, despite the strong systematic work, started this year, only a short period of 8 or 9 months, but it has achieved great results.
First, the infiltration of ideas has fundamentally changed the way employees think and behave. Nowadays, the concept of learning, the concept of understanding, and the concept of memory have become popular among the cadres and employees of Yangmei Group. The employees' recognition of the corporate culture has gradually increased. The development strategy of “Strong Fighting, Ten Years and Ten Billions” is inspiring. 16 of the 22 concepts are in the ear, into the brain, and into the heart. Managers and employees at all levels consciously use the concept to guide specific job behaviors. In the past, they encountered difficulties and tried to find an objective. Now they say: "The road is at the foot, things are artificial." In the past, "the big business is a waste of nothing," now said "The savings are earned." In the past, he was sloppy in his work. Now he asks and restrains himself by "doing nothing but doing it." In the past, he said that "the underground operation cannot be produced without violating the rules." Now I am talking about "every move, the rule is supreme"; in the past, the coal mine was destined to be dirty and messy, and now 6S is everywhere. In-depth and extensive concept penetration has enabled the values of the employees to integrate with the company as a whole, forming a strong shared vision.
Second, behavioral development has effectively promoted the improvement of employees' comprehensive quality. At present, most of Yang's employees are able to sort out the used equipment and tools at any time according to the 6S standard. In the past, the phenomenon of late arrival and early departure and the smog after the class was completely cured; the behavioral taboos and the implementation of civilized language gradually eliminated The bad habits of employees; walking in industrial factories, two people in rows, three in a row, showing the civilization of the modern industry army should have.
Third, the environment has been reorganized to create a brand new corporate image. People change the environment and the environment is transforming people. In the process of implementing the 6S, the group company and its subordinate units have carried out extensive and thorough cleaning, reorganization and renovation of the office environment and industrial plant environment on the basis of finishing and cleaning. As the six major mines in the core layer of the enterprise, the environment is completely new, civilized and orderly, and the image of the past is dirty. In particular, the experience of the Second Mine, the Fifth Mine, the One Mine, and the New King Mine, struggling to catch up, completely renovating and reorganizing the mission building, and building a corporate culture corridor and cultural avenue. The comfortable and beautiful environment created superior operations for employees. condition. Non-coal units Huayue Company, Power Supply Company and other units have also increased environmental remediation and beautification efforts to create a new image. Wherever he went, it was neat and tidy, filled with a strong cultural atmosphere, and produced good social and economic benefits.
The finishing and cleaning of the underground environment is also orderly. On the basis of previous standardization of underground quality and standardization of post operations, each mine re-calibrated and sanitized the on-site work environment. All kinds of tools and materials are arranged neatly, and the types, specifications and responsible persons of the materials are clearly indicated on the signs. The underground from the main road to the head of the excavation is clean and neat, which not only improves the working environment of the employees, but also creates very good conditions for safe production, and greatly improves the mental outlook and quality of the employees.
Fourth, the fine management of REM has promoted the overall improvement of corporate management standards and management boundaries. REM fine management starts from the terminal, that is, every position, based on the 4E standard system, so that the quality, quantity and material consumption, equipment management and safety of each post, each employee and each team can be completed. The day is high. The grassroots cadres walked around the inspection step by step, and went to the scene from the office to find problems to solve the problem. They were announced on the day of the class assessment and conducted 6S commentary. The assessment results are combined with the labor and employment system of “three workers coexisting and dynamic conversion”. Everyone is an appraiser, and everyone is an appraisal person, achieving no dead ends, no loopholes, and zero-distance management docking. This management model takes the market as the front end and the post as the terminal, forming a closed chain between the front end and the terminal, effectively driving the overall improvement of the management level and management level of the enterprise. Minmetals took the lead in logistics and information flow, and took a positive step towards realizing the modernization of enterprise management.
Fifth, it has better promoted the solution to the difficulties of enterprise reform. The biggest difficulty in enterprise reform is the three system reforms and institutional reforms. The Yangmei Group solved the problem that the cadres can only go up and down, and the workers can only go out through the "three workers coexist, dynamic conversion", through the ABC three cards. The kanban management has solved the problem that the income can only be high or not, and the reform of the institutional organization has also achieved initial results in Huayue Company and Xinjing Mine and played a role.
I. Basic experience of corporate culture construction of Yangmei Group
The Yangmei Group first established the strategic goal of “Big Boqiang, Ten Years and Ten Billions” and the “Strategy of Combining Coal and Non-Coal Simultaneously”. Since 1998, after three years of careful planning and preliminary preparation, Beginning in January this year, with the concept of penetration, employee behavior development, implementation of REM fine management and visual identity system development as the main content, extensively and in-depth study of the successful experience of the implementation of cultural management in contemporary domestic and foreign strong enterprises, combined with the characteristics of the coal industry and the enterprise itself The actual integration and refinement, to create a strong corporate culture, and enhance the competitiveness of enterprises in all aspects. They do not argue and explore the concept of corporate culture, but regard corporate culture construction as the starting point and destination for improving the management level of enterprises, closely surrounding the reform and development of enterprises, focusing on improving management standards, improving economic efficiency, and focusing on employees. Team building, make up the industrial civilization course of modern enterprises. Their basic experience is:
The first is the penetration of ideas. Incorporating corporate philosophy and corporate strategy into the depths of employees' minds, becoming the spiritual outlook of employees and becoming a common value and behavioral norm is one of the priorities of corporate culture. The Yangmei Group has carefully compiled the "Corporate Culture Handbook", which is prefaced by the party committee secretary, chairman and general manager, including 16 exquisite, accurate and vivid interpretations of the 22 corporate culture concepts, as well as the strategic goals and operational readiness of the group company. 20 items of the 6S basic behavioral norms, the visual identity elements of the group company and the "Song of the Yangmei Group".
In the process of infiltration of ideas, they intensified their penetration through various forms such as organizing study and discussion, reading concepts after the class, performing arts performances, speech contests, and “employees' words and paintings” formed after the second creation. On this basis, all units conducted a large-scale and rigorous closed-book examination. More than 90% of the employees of the company participated in the examination. Those who failed were re-tested and assessed, which formed the concept of "everyone" and everyone consciously guided the behavior.
At the same time, they have produced a large number of exquisite corporate strategies and concept plaques in industrial plazas and various industrial sites, office buildings, conference rooms and corporate public places in accordance with corporate visual identity elements, replacing them with intensive corporate imagery groups. In the past, various slogans of temporary slogans have formed a strong cultural atmosphere. In addition, they also organize employees to learn to sing "The Song of Yangmei Group", and in the various conferences and ceremonies, they will sing "The Song of Yangmei Group" into the program; let employees know the company's flag, corporate logo, standard word, Relevant elements such as standard colors enhance corporate cohesion and appeal.
The second is behavioral development. The Yangmei Group takes the 6S behavioral norm as the standard, and makes great efforts to improve the civilized quality of the workforce and cultivate professionalism that is dedicated and dedicated. They comprehensively refer to the strong behavior of domestic and foreign strong enterprises and the foreign companies in the United States, Japan, Germany and other employees, set the basic behavioral norms of employees 6S that meet the characteristics of coal mines and their own reality, namely, finishing, cleaning, punctuality, standardization, literacy, Safety, and determine 20 elements of the 6S code of conduct, conduct behavior development training among all employees. Each grassroots unit sets the kanban of the 6S basic behavioral norm to the pre-class conference room and the job site, and sets up a 6S evaluation platform. The excellent employees and the worst employees in the class conduct comments, and the employees are evaluated monthly according to 20 factors. Responsibility system assessment sequence. They also set up a unified and standardized pre-class and post-class ceremonial program, clarified the taboos of employees' job behaviors, eliminated 10 uncivilized behaviors, and promoted eight types of 30 common civilized terms, gradually changing the image of coal miners.
The third is to implement REM fine management. Yangmei Group has introduced the REM fine management model with the basic goal of “daily day and day high and high day”. REM's fine management is the fine management of everyone, everything, every day, every place. REM fine management is a management model starting from 4E foundation, starting from the source of management process and starting from on-site management. It embodies the management philosophy of “basic foundation, scientific rigor, program first, and intensive management”.
The first is to establish a comprehensive coverage of the 4E standard system, determine the specific work content and work standards for each person, every event, every day, every place, and integrate the original quota, post responsibility system, and economic responsibility system into a strict enterprise. The basic management standard system is truly a standard for everyone, a standard for everything, a standard at all times, and a standard everywhere.
The second is to establish a REM fine management work card, namely ABC three cards. The A card is the day card for the employee's job operation; the B card is the daily summary card for all the team members; the C card is the comprehensive assessment card for all employees. The ABC three cards are set on the basis of the original records, class boards, and account books. They do not separate the original practical basic management materials, but also achieve refined management.
The third is that the managers implement the walk-through management, insist that the leading cadres at all levels conduct inspections according to the determined 4E inspection time span, and focus on the scene to achieve on-site control without dead ends and no missing. There must be records in the inspection, to find problems and solve problems. In the initial stage, the manager is required to correct the operator's inspection and correction, and each post should be no less than one question per week. For three consecutive weeks, the manager of the day-high day cannot be instructed to implement dynamic conversion. The ultimate goal of implementing walk-behind management is to cancel the office of the grassroots team leader and workshop director.
The fourth is to establish a refined assessment and incentive system, and conduct a comprehensive assessment of the performance of each employee every month. As a basis for the distribution of wages and the dynamic transformation of the three jobs, the incentives are advanced and spurred forward. If they do well, they will be respected and positively encouraged. If you don't do well, you will be criticized and negatively encouraged.
4E standard system, kanban management and mobility management are the three major support systems for REM's fine management. The establishment and improvement of these three systems have made the management of the company undergo a qualitative leap in the transition to strictness, reality, precision and fineness. breakthrough.
The fourth is the development of visual identity systems. Establish a distinctive corporate identity system, known as CIS internationally. After a lot of hard and meticulous integration and refinement in the past few years, they have completed the planning and design of corporate image recognition system based on their own strength. On the basis of integrating traditional culture and modern enterprise management ideas, they have integrated the concept recognition system and strategic identification. The system, behavior recognition system and visual identification system are four major parts, and the high-level uniform setting of corporate songs, corporate flags, corporate logos, standard characters, standard colors, office supplies, etc., shows that traditional state-owned coal enterprises are in the modern market. Under the economic conditions, the higher level of comprehensive literacy, unique personality temperament and the courage to innovate and courageously strive for the great corporate style, promote the good perception of the company's internal employees and the public as a whole.
Second, the basic characteristics of the corporate culture construction of Yangmei Group
In just eight or nine months, Yangmei Group focused on building a strong corporate culture, which has brought about significant changes in the company's appearance. The analysis of the process of corporate culture construction of Yangmei Group reflects the following characteristics:
First, the determination is great, and the party and government leaders have indeed regarded corporate culture construction as the number one project. To build a corporate culture, “the key is to lead” is firstly the main leadership of the party and government, followed by the leading group with the main leadership as the core, then the two top leaders of the grassroots units and the executive leadership of the grassroots regional team. It can be said that if there are two leaders, the corporate culture will be half successful, and the consensus of the leading group will be 60% successful. The strict implementation of the leadership has succeeded 80%, coupled with the recognition of the workers and a practical, scientific and practical planning program, it has achieved 90% success. Corporate culture is an entrepreneurial culture. If the Yangmei Group does not have the initiative and personal attention of the main leaders, it will not be possible to achieve today's results.
The second is to clarify the strategic goals of the company's development. In any case, the corporate culture and construction work is to promote the development of the enterprise. The Yangmei Group first established the strategic goal of “Big Boqiang, Ten Years and Ten Billions”, and used this banner to unite people’s hearts and boost morale, causing employees. Identity.
The third is to explore and establish a practical system. The construction of corporate culture is fundamentally in the system. Yangmei Group develops around the behavior of employees, and regards 6S as a platform for corporate culture construction, unified management standards and management systems, and REM fine management as the support of 6S platform, and ABC three-card management as the carrier of REM fine management. 4E standard, kanban management, and walking management are the supporting systems for implementing the ABC three-card management carrier, forming a system chain and management chain, thus ensuring the effectiveness of corporate culture construction.
Fourth, there is a scientific, standardized, systematic and rigorous assessment system. “The success or failure is in the assessment”, Yangmei Group from group companies, mines, district teams to teams, all positions are not subject to assessment, A card every day assessment, B card lined up every day, C card lined up every month, every day, every class evaluation Out of the best and worst employees, every day to comment, monthly excellent employees, trial employees and trial employees, three workers coexist, dynamic management. An effective incentive and restraint mechanism has been established to ensure durability.
The fifth is to grasp the essence of corporate culture construction, that is, to closely integrate and innovate corporate culture and enterprise management and management, thus avoiding the two skin phenomena of corporate culture and enterprise management.
III. Analysis of the role of corporate culture construction in Yangmei Group
The construction of corporate culture of Yangmei Group, despite the strong systematic work, started this year, only a short period of 8 or 9 months, but it has achieved great results.
First, the infiltration of ideas has fundamentally changed the way employees think and behave. Nowadays, the concept of learning, the concept of understanding, and the concept of memory have become popular among the cadres and employees of Yangmei Group. The employees' recognition of the corporate culture has gradually increased. The development strategy of “Strong Fighting, Ten Years and Ten Billions” is inspiring. 16 of the 22 concepts are in the ear, into the brain, and into the heart. Managers and employees at all levels consciously use the concept to guide specific job behaviors. In the past, they encountered difficulties and tried to find an objective. Now they say: "The road is at the foot, things are artificial." In the past, "the big business is a waste of nothing," now said "The savings are earned." In the past, he was sloppy in his work. Now he asks and restrains himself by "doing nothing but doing it." In the past, he said that "the underground operation cannot be produced without violating the rules." Now I am talking about "every move, the rule is supreme"; in the past, the coal mine was destined to be dirty and messy, and now 6S is everywhere. In-depth and extensive concept penetration has enabled the values of the employees to integrate with the company as a whole, forming a strong shared vision.
Second, behavioral development has effectively promoted the improvement of employees' comprehensive quality. At present, most of Yang's employees are able to sort out the used equipment and tools at any time according to the 6S standard. In the past, the phenomenon of late arrival and early departure and the smog after the class was completely cured; the behavioral taboos and the implementation of civilized language gradually eliminated The bad habits of employees; walking in industrial factories, two people in rows, three in a row, showing the civilization of the modern industry army should have.
Third, the environment has been reorganized to create a brand new corporate image. People change the environment and the environment is transforming people. In the process of implementing the 6S, the group company and its subordinate units have carried out extensive and thorough cleaning, reorganization and renovation of the office environment and industrial plant environment on the basis of finishing and cleaning. As the six major mines in the core layer of the enterprise, the environment is completely new, civilized and orderly, and the image of the past is dirty. In particular, the experience of the Second Mine, the Fifth Mine, the One Mine, and the New King Mine, struggling to catch up, completely renovating and reorganizing the mission building, and building a corporate culture corridor and cultural avenue. The comfortable and beautiful environment created superior operations for employees. condition. Non-coal units Huayue Company, Power Supply Company and other units have also increased environmental remediation and beautification efforts to create a new image. Wherever he went, it was neat and tidy, filled with a strong cultural atmosphere, and produced good social and economic benefits.
The finishing and cleaning of the underground environment is also orderly. On the basis of previous standardization of underground quality and standardization of post operations, each mine re-calibrated and sanitized the on-site work environment. All kinds of tools and materials are arranged neatly, and the types, specifications and responsible persons of the materials are clearly indicated on the signs. The underground from the main road to the head of the excavation is clean and neat, which not only improves the working environment of the employees, but also creates very good conditions for safe production, and greatly improves the mental outlook and quality of the employees.
Fourth, the fine management of REM has promoted the overall improvement of corporate management standards and management boundaries. REM fine management starts from the terminal, that is, every position, based on the 4E standard system, so that the quality, quantity and material consumption, equipment management and safety of each post, each employee and each team can be completed. The day is high. The grassroots cadres walked around the inspection step by step, and went to the scene from the office to find problems to solve the problem. They were announced on the day of the class assessment and conducted 6S commentary. The assessment results are combined with the labor and employment system of “three workers coexisting and dynamic conversion”. Everyone is an appraiser, and everyone is an appraisal person, achieving no dead ends, no loopholes, and zero-distance management docking. This management model takes the market as the front end and the post as the terminal, forming a closed chain between the front end and the terminal, effectively driving the overall improvement of the management level and management level of the enterprise. Minmetals took the lead in logistics and information flow, and took a positive step towards realizing the modernization of enterprise management.
Fifth, it has better promoted the solution to the difficulties of enterprise reform. The biggest difficulty in enterprise reform is the three system reforms and institutional reforms. The Yangmei Group solved the problem that the cadres can only go up and down, and the workers can only go out through the "three workers coexist, dynamic conversion", through the ABC three cards. The kanban management has solved the problem that the income can only be high or not, and the reform of the institutional organization has also achieved initial results in Huayue Company and Xinjing Mine and played a role.
recommended article
- US Tourism Inquiry Center inspection report
- Meishan Commercial Real Estate Development Campaign Investigation Report
- Wanxiang, Huali, Wahaha and other enterprises
- Going to the "one district, three counties (cities)" non-public party building test
- Go to Nanchang, Shanggao, Xiangdong, Guangfeng, Yushan
- Fujian Provincial Party Construction Work Investigation Report
- Northeast Education Investigation Report
- Investigation report of private enterprises in Zhejiang Province
- Report on the investigation of rural tourism in northern Fujian and southern Fujian
- Investigation report on new rural construction
- Some new artificial tourism inspection reports in Beijing
- Ministry of Civil Affairs visited the German community construction training group
popular articles
- School study report
- Hong Kong Garbage Collection Station and Equipment Investigation Report
- Legal maxim
- Hyun dance family impression sentence
- Study report on the study in the six cities of Zhenjiang and Changzhou—
- Parental love
- Space mood phrase
- Encourage words 2019
- Life motto
- Investigation Report on the Development of Red Tourism in Jiangxi Province
- Not afraid of failure
- What I said to my father 2019
- Good sentence excerpt 2019
- Philosophical words 2019
- Xinjiang Jiwu Project Investigation Report
- Motivate employees
- Blessing phrase
- Relieved words
- Non-mainstream sentence 2019
- Respect the teacher's famous words
- Spring Festival blessing
- 2014 motivational phrase
- Distressed sentence 2019
- Department-level cadre trial period inspection work materials
- Australia, New Zealand Tourism Study Report
- Branch inspection on the issue of xxx comrades turning positive
- Weibo's famous sayings
- Gansu Basic Education Project Investigation Report
- Investigation Report on the Management of High-rise Buildings in the United States
- Grateful mother's words