Daye Peak to Implement Economic Responsibility System
Release time:
2020-07-22
Daye Peak Implements Economic Responsibility System
News Recently, the management team of Daye Peak Cement Company made use of the working gap to work overtime, sub-systems and sub-departments to carry out responsibility system negotiations and exchange and docking of work ideas in 2019 to implement various production and operation objectives of the Group Company in 2019 .
Daye Peak signed this year's economic responsibility system with the aim of checking and filling loopholes in management, analyzing and reducing or refining assessment indicators, experimenting with "amoeba" quantitative assessment in sub-systems, and implementing step-by-step rewards, and combining "three reductions and three improvements" as a means to promote the realization of target indicators. Targeted interviews on various indicators and tasks this year, in addition to changing the performance reward method, linking key indicators with core personnel, cultivating the "craftsman" spirit of employees, reengineering the personnel responsibility process, and allowing professionals to do professional things; Implement ladder rewards and gradually promote "amoeba" assessment to promote employee enthusiasm; At the same time, it focuses on communication to guide managers to change their working ideas, improve on-site standardized management, and continuously enhance the advantages of the enterprise, make up for the shortcomings, steadily improve production capacity and quality, control the index budget through the improvement of management level, reduce production costs, put consumption indicators in a "cage", and spend every expense carefully.
While interviewing the economic responsibility system, Daye Peak also takes "three reductions and three improvements" as the focus of the interview. Each department puts forward the plan and the implementation target plan according to the nature of the department's work, discusses it one by one in the meeting, and puts forward suggestions on the implementation target and the company's support. The general manager team replies to the plan and puts forward the company's requirements and ideas for the corresponding system, the final formation of the system of the department 2019 "three down three improve" implementation plan. This process is not only conducive to the development of a realistic implementation plan, but also more conducive to the completion of the target plan and implementation methods, while enhancing the unity of the management philosophy of the team and the main management personnel. (Yang Huiping)
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Company fully deploys 2019 work
On January 28, the group company held a business analysis meeting to review and summarize the work situation in 2018, arrange and deploy the work for the new year, and put forward work requirements. At the meeting, various professional companies and directly affiliated enterprises made reports on the overall work situation in 2018, focusing on analyzing the existing problems and deficiencies, and proposing corresponding solutions and work plans for 2019. Xiang Chongping, deputy general manager of the group company, made a systematic review of the current human resources efficiency and human resources development of the company. Chen Tianci, chairman of the board of supervisors, made a report and analysis on the internal control, safety and environmental protection work in 2018. Lan Xiaolong, head of finance, analyzed the risks and challenges currently faced by the company according to the operating data and financial situation of its subordinate enterprises. The functional departments and offices of the headquarters also made a brief report on their annual work. Yu Jianhong, general manager of the group company, made a comprehensive review of the company's operation in 2018 and made a comparative analysis of the main economic indicators of each industrial sector. In 2018, the operating indicators of the company's various industrial sectors have improved significantly year-on-year, and the group company has also created the best operating performance in history. All units have completed the formulation of the second round of "three-year business plan", which points out the direction for the next three years of business work; the group company has also completed the first draft of the new "five-year strategic development plan", which is being revised and enriched. In addition, the two main businesses have also made substantial progress in investment expansion and industrial integration around strategic objectives, and the operating costs of major enterprises have decreased to varying degrees; the optimization of organizational structure and post setting has achieved new results, and management efficiency and people
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