How to promote refined management

At present, in order to adapt to the internationalization trend of our country's enterprises, refined management is a wise choice for enterprises at this stage, and it is the only way for enterprises to achieve greater achievements and continue to grow. The content of refined management is multi-faceted and its execution is changeable. The following is what I bring to you on how to promote refined management. I hope you like it!

1. Strengthen project management and improve project profitability.

The project department is the source of economic benefits for construction enterprises. Xinyun Company regards strengthening standardization and refined management focusing on engineering projects as an important task of management improvement activities.

First, strengthen construction organization and management. In 2012, Xinyun Company had more than 50 projects under construction. In view of the actual situation of tight but uneven personnel and equipment in each project department, the company made unified coordination arrangements to use the most suitable people and equipment in the most suitable positions and On the project, both personnel and equipment are used to their maximum effect. At the same time, it attaches great importance to the preparation of construction teams. The Engineering Department innovatively uses video conferencing to strengthen the review of construction teams of each project department, which effectively improves construction production efficiency. Especially since August, many project departments such as Ganquan and Yumeng have faced construction conflicts over labor unions. The company promptly established a team headed by Party Secretary Wang Xinnian and Executive Deputy General Manager Liu Weibo, and the person in charge of the relevant production department of the agency is The working group of the team members stationed in the Ganquan and Yumeng project departments for on-site office work and supervision, rationally allocated various resources, scientifically organized construction production, and launched an arduous construction battle, ensuring that the Ganquan Railway successfully completed the "9.16" project two days ahead of schedule. "The entire line was paved and the Yu-Mongolia Railway "9.20" reached the construction goal of opening and operating conditions, safeguarding the credibility and brand of China Railway First Engineering Bureau, creating a precedent in the history of China Railway First Engineering Bureau and even China's paving, and was highly praised by the owners.

The second is to strengthen safety production management. He Qing, the general manager of the company, proposed three safety concepts, namely: "Safety is 1, others are 0"; "100 minus 1 equals 0, merits and demerits cannot be offset, safety is irreversible"; "I want safety" transformed into "I want safety" Safety". In order to form a pattern of safety quality in which "everyone has a heavy burden and everyone has an indicator", the company conducts a "safety quality indicator assessment" for all employees. If no safety and quality accidents occur in the month, each person in the project department will be rewarded with 900 yuan, which is effective It stimulated the enthusiasm of all employees for safe production. At the same time, the company intensified the safety and quality inspection of various projects. It conducted inspections on 40 projects throughout the year, found more than 260 problems in total, issued non-compliance rectification notices, and tracked and verified the rectification results. No one was left out, and bad safety and quality behaviors were effectively curbed and hidden dangers in production safety were eliminated. Various units and project departments have also carried out a series of activities to promote safety and quality work according to local conditions, such as the "Safety and Quality Oath before Work", "Safety Production Month", "100 Days of Safety and No Accidents" and other activities and "Care for Life, Safe Development" Safety knowledge competitions and speech contests such as "Safety is in my heart, quality is in my hands" and "Safety is in my heart, quality is in my hands" have created a good atmosphere for safe production. In the "Safety Production Month" activity in June alone, all units and project departments of the company issued 45 issues of bulletin boards; 88 large-scale themed slogans; 225 safety production slogans; 2,750 people answered questions on safety knowledge; 5 knowledge contests; and safety cartoons. 30 paintings; 26 safety education classes were held, educating 1,881 people.

The third is to strengthen project cost control. The company formulated and promulgated the "Project Responsibility Cost Calculation and Management Measures", and signed target responsibility letters with each project department based on the guaranteed profits, clarifying management responsibilities. We should insist on holding regular and high-quality economic activity analysis meetings, check for omissions and supplementary information, and minimize costs. The company's economic activity analysis meeting for the first half of the year was held on August 14 this year. It conducted a comprehensive and in-depth analysis of the company's economic operations, identified problems, and formulated rectification measures, which laid a good foundation for improving the company's economic benefits. Do a good job in the collection and management of completed project costs. In 2012, we collected and sorted out the pricing income and accumulated costs of completed projects in the previous three years, sorted out the dynamic management of the cost of each completed project, and established a dynamic management ledger for completed project costs. It provides a reference basis for the operation and management of other projects of the company.

In-depth implementation of comprehensive budget management of engineering projects, the "Notice on Fully Promoting Comprehensive Project Budget Management" was issued, 35 projects under construction and newly started were selected for work, and 2 project departments were selected as key control projects. Strengthen the assessment of budget indicators and strengthen supervision of budget execution to ensure that the project operation process and results are under control. Implement centralized procurement of materials, strengthen communication with various material manufacturers (suppliers), and establish good cooperative relationships. The organization signed a strategic cooperation agreement with China Railway Baoqiao, effectively saving procurement costs.

The fourth is to strengthen the secondary management of projects. At the beginning of the year, experts were invited to organize a secondary management training class. Company leaders, project department managers and financial planners all participated in the training, allowing everyone to master the methods and techniques of secondary management. The "Secondary Operation Management Measures" were formulated and issued, which clarified the division of responsibilities of secondary operations of each project department and the work content of each stage, focusing on the construction drawing review stage, budget estimate clearing stage, external price review stage, and completion settlement stage. Secondary business work. The issuance of this measure provides guidance for the company's various projects to effectively carry out secondary operations. In 2012, the company had as many as 51 secondary operations projects, and the amount to be distributed to the owners was more than 40 million yuan, and the largest project exceeded 100 million yuan.

2. Strengthen the management of outsourcing teams and improve corporate management and control capabilities.

With the continuous expansion of the scale of enterprises, outsourcing teams have become an important force in the construction and production of enterprises. As of the end of September 2012, there were 27 qualified labor service companies registered with the company, of which 22 are currently in use, including 6,216 labor personnel. In the management of outsourcing teams, we adhere to the principle of "synchronizing cultivation and standardization, management and care in parallel, living in harmony, and developing together", and have successively issued the "Labor Employment Management Measures", "Operation Level Construction Standards", " "Management Measures for Labor Subcontracting", "Measures for the Management of the Use of External Labor Service Companies", "Guidance on the Management of Rack Teams" and other regulations, implement "four systems" for labor service companies, namely the qualification access system, the annual inspection system, and the "credit evaluation" system and "blacklist" system, which continuously standardizes the management of outsourcing teams. At the same time, labor employment is managed and planned as a development strategy of the company, and labor workers are provided with ways to learn, train, compete and reward at the same time as the company's employees. The company has commended outstanding labor workers every year for 7 consecutive years. Awards, *** commended 344 laborers. In addition, a mechanism has been implemented to convert outstanding labor workers into regular employees of the company. So far, 90 outstanding labor workers have been transferred into formal employees. The company was awarded the honorary title of "National Model Enterprise with Harmonious Labor Relations".

3. Strengthen basic management and enhance corporate competitiveness.

"If the foundation is not strong, the ground will shake." We adhere to the central work of "training internal skills, laying foundation, strengthening management, and creating first-class" unswervingly. In response to the sharp decline in investment in the railway construction market since 2011, the company has adjusted the industrial structure in a timely manner and adjusted the focus of corporate marketing and development to a vigorous one. To develop the urban rail transit market and the contracted transportation market with broad market prospects, scientifically carry out organizational reforms and divide the business and development department into two. The first business and development department is mainly responsible for the development of the large rail market, and the second business and development department is mainly responsible for the urban rail market. development and segmented the market; at the same time, the company organized market development and project management seminars for the urban rail sector for two consecutive years. In July 2012, the company organized the "2012 Urban Rail Transit Track System Construction" in cooperation with China Rail Transit Network and Development Forum”, which laid a solid foundation for the company to further expand, strengthen and optimize the urban rail sector. A development planning department was added to strengthen strategic management and development planning functions; the branch organization was reorganized, the sixth paving engineering company and an overseas engineering company were established, and the production and operation in the southeast coastal area and overseas business development and management were strengthened; the construction and installation company was abolished, The whole-building system was incorporated into the Prestressed Company, which strengthened the management strength of the comprehensive engineering sector; in accordance with the relevant requirements of the joint-stock company, the Xinyun Fuel Company was abolished and the institutional setup of the social service center was optimized. In order to strengthen the company's three-level organizational rigid structure, the company formulated the "Guiding Opinions on Strengthening the Management Functions of Branches" and revised the "Human Resources Management Measures" to give full play to the functions of branch offices.

In order to strengthen the construction of execution capabilities and implement various rules and regulations, the company launched the "Everyone learns the rules, everyone understands the rules, and everyone implements the rules" campaign at the beginning of the year.

All departments, units, and project departments of the agency were required to comprehensively sort out, revise, and improve the existing document system. At the same time, they formulated a systematic learning plan, and inspected and spot-checked the learning records of various departments and project departments of the agency. There has been an overall upsurge in learning, understanding, and enforcing the rules.

In addition, the company’s leaders attach great importance to communication in all aspects and believe that every employee is a senior adviser to the leader and strive to smooth communication channels. The company's leaders must hold employee symposiums at every grassroots unit to listen to employees' suggestions and opinions on the company's development. At the same time, all managers are required to do a good job within the company between superiors and subordinates, between projects, and between departments. Communication within departments. In external work, communicate well with owners, supervisors, etc., break out of the circle of just working relationships, and get along sincerely as friends. The "zero communication barrier" mechanism not only strengthens the relationship between cadres and the masses, but also improves work efficiency and management effectiveness.

4. Strengthen internal control management and improve risk prevention capabilities.

Currently, the situation faced by enterprises is complex and ever-changing, and various potential risks have become bottlenecks restricting the development of enterprises. To this end, various departments of the company have extensively and continuously collected risk cases related to the company's risk management from five aspects: strategic risk, financial risk, market risk, operational risk, and legal risk, including: The company suffered losses due to out-of-control strategic risks. Cases of losses, cases of crises caused by out-of-control financial risks, cases of companies suffering losses due to neglect of market risks and lack of response measures, cases of losses due to product structure, marketing, new market development, safety, quality, environmental protection and natural disasters, etc. An enterprise risk database has been established for cases in which risk events have caused losses to enterprises, cases in which enterprises have suffered losses due to neglect of legal and regulatory risks and lack of response measures; risk events that have occurred in the enterprise in recent years have been collected and an enterprise risk event database has been established.

Each project department also collected information on losses caused by safety risks, quality risks, environmental risks, construction period risks, subcontracting risks, cost risks, demolition risks, public opinion risks, secondary operation risks, etc. in project management. In this case, risk assessment work was carried out at the early stage of the project, starting from the land acquisition and demolition in the project preparation stage, to the project construction process control and post-completion delivery acceptance stage, closely focusing on construction organization, construction technology, change claims, project progress, Safety, quality and environmental protection, materials and equipment, project budget, cost control, labor team, shelf team, standardized construction site construction and other management, constantly identify and evaluate various risks existing in the construction process.

On this basis, the company has established and improved the internal control system based on the internal control management system and business processes, and formulated full-process controls covering all aspects of the management processes involved in major risks. measures to effectively prevent various risks.

5. Strengthen innovation management and enhance corporate scientific and technological strength.

Xinyun Company adheres to the goal of "promoting the transformation of growth mode from mainly relying on factor input and scale expansion to mainly relying on scientific and technological progress, improvement of labor quality, and management innovation", relying on the track technology of China Railway Corporation Taking advantage of the company's establishment of an R&D center, it has signed rail technology research cooperation agreements with Beijing Jiaotong University, Lanzhou Jiaotong University, Southwest Jiaotong University, China Railway Baogong, China Railway Science and Technology, China Railway First Academy and other units, and established a joint development platform for industry, academia and research. , conduct scientific and technological research and development around cutting-edge orbital technologies. We have carried out fruitful research work in the fields of cross-interval seamless line laying, business line capacity expansion and transformation, high-speed railway construction, railway operation management, information management, vibration and noise reduction, etc., and developed a number of high-tech, independent Intellectual property research results. It has won 23 provincial and ministerial and China Railway Science and Technology Awards, developed and obtained 24 authorized invention and utility model patents, and developed 10 national, provincial and ministerial-level construction methods. Chief editor or co-editor of 20 standards, specifications and guidelines of the Ministry of Railways.

All units and project departments of the company also vigorously promote advanced process construction methods and tooling, increase technological innovation, improve work efficiency, reduce costs, and increase project profitability through technological innovation.

Xi'an Metro has successively overcome the ground fissure problem in Xi'an and the technical difficulties of underground cultural relics protection; the Bazhun project department has successfully developed automatic leveling templates for bridge sleeper guard rail bolt anchors; the Lanzhou-Xinjiang Second Line has developed a "mobile automatic mixing device for bridge support anchor materials" "; Xiangpu Project Department adopted the "railway T-beam erection construction method based on continuous beam layout and replacement points", which effectively solved the slowdown and low work efficiency of the existing bridgehead inverted T-beam erection method. , high construction costs, required construction equipment and construction personnel and other issues.