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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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