(A) set up an organizational structure, and effectively strengthen the leadership
In order to do a good job, the establishment of the "in-depth benchmarking management, the implementation of the construction of a comprehensive cost control system," the work of the leading group. Leader of the group by the general manager, deputy leader of the group by the deputy as members of the head of each office. The office of the leading group is mainly responsible for formulating the benchmarking management program, issuing benchmarking indicators, establishing and improving the working system, checking, supervising and guiding the implementation of benchmarking management, carrying out the analysis of benchmarking management, coordinating with various departments to formulate corrective measures, and establishing the implementation of assessment and evaluation methods, etc. The leading group is headed by the general manager, with the vice manager as the deputy manager, and the members are composed of the heads of various departments.
(2) Benchmarking management to implement monthly statistical notification, quarterly analysis and assessment, half-yearly seminars, annual summary evaluation of the daily operation of the working mechanism
Monthly mines under the jurisdiction of the designated person on the completion of the benchmarking indicators statistical report, Jindong Company, after collating and summarizing the form of web site, assessment meeting in the scope of the Jindong Company notification. At the end of each quarter, the general manager of each unit took the lead in organizing and holding a special meeting to analyze the completion of the benchmarking indicators, find the gaps and formulate improvement measures. Jindong Company held a promotion meeting to comment on the progress of work, and issued the decision of reward and assessment. At the end of half a year, Jindong Company convenes a seminar to sort out problems, discuss measures, and conduct half-year scoring and ranking. The end of the year to summarize the evaluation and issue the annual incentive assessment.
Second, extensive publicity, awareness, to lay the foundation for the benchmarking long-term mechanism
The benchmarking work is a full participation of the work, to fully understand the significance of carrying out benchmarking activities, to fully understand the benchmarking management work task of the long-term, comprehensive and arduous, the use of the website, newspapers and other carriers for publicity, in-depth publicity and education throughout the company, so that the majority of cadres and Employees fully understand the current business situation and the development of benchmarking management, the implementation of benchmarking management of great significance, fully understand the relationship between corporate benefits and employee income, and strive for understanding and support of the relevant policies and measures, so that the staff in the production work gradually from passive control into active, positive action, to create an atmosphere of public opinion for the implementation of the management of benchmarking.
Three, clear objectives, decomposition of responsibility, and vigorously promote the comprehensive development of benchmarking management
(a) Clear objectives
Benchmarking management should combine short-term goals with long-term goals, vertical and horizontal benchmarking, according to the company's jurisdiction of the mines of the thin base, the foundation of the management of the status quo, in the spirit of tamping down the foundation, and carry out the work of benchmarking in accordance with the principle of gradual progress. In accordance with the overall idea of "horizontal benchmarking, identify gaps and strive for first-class, vertical benchmarking, transcend self development", the benchmarking management is always carried out throughout the production and operation of all aspects, each position, when someone is in charge of everything is grasped. Vertical benchmarking is to select the optimal value as the standard from the index data of the enterprise in the past three years; horizontal benchmarking is to compare with the best level of Jindong Company, Group Company and the same industry. Benchmarking management should be implemented for one year, so that the gap between the management level of the mines under the jurisdiction of Jindong Company will be gradually narrowed, generally close to the level of advanced enterprises in Jindong region, and the comprehensive cost of tons of coal in Jindong Company should be reduced by more than 38 yuan year-on-year. Through 2-3 years of sustained efforts, so that the management level of each mine has been substantially improved, benchmarking indicators close to or reach the advanced level of the Group Company, and strive to approach the advanced level of the industry through 5 years of unremitting efforts.
(2) Determine the indicators
The benchmarking management is carried out throughout the entire production and operation process, and organically combined with production management, financial budget, engineering management, human resource management and other work, the benchmarking indicators include the profitability status of the enterprise, the quality of the asset status, the status of the debt risk, the status of business growth, and other indicators, such as 20 indicators. Firstly, led by the Operation Management Department, with the cooperation of all departments, the relevant departments are organized to collect and collate the data of the indicators of the units under them in the past three years; secondly, the collated data are analyzed and screened, and the historical best value of each indicator is selected, and the historical best indicators of the group companies and the same industry are collected and collated, so as to establish the system of benchmarking indicators and the database of benchmarking. Once again, the benchmarking indexes of positions, personnel and consumption of each system such as production and operation are analyzed and determined to form a relatively complete and objective benchmarking system, which is issued after the special meeting of the benchmarking leading group is validated. Finally, at the end of each year, according to the completion of the indicators, the standard will be adjusted moderately against the advanced indicators of Jindong Company, Group Company and the same industry to ensure the scientific and advanced nature of the indicators.
(C) Decomposition of responsibility
The process of benchmarking is the process of transferring and decomposing the pressure and power of enterprise development to the managers and employees at each level, and we should decompose the target and responsibility of benchmarking work layer by layer, and assign the task to the post and the responsibility to the person to achieve the participation of all the staff, graded control, and the responsibility of all the staff. According to the departmental responsibility, establish a "leadership-led, departmental collaboration, each responsible for their own" benchmarking workflow, benchmarking management by the general manager is fully responsible for the general manager, the vice president of the business is responsible for the overall target decomposition, the system leaders in charge of the system is responsible for the benchmarking management work. Leaders in charge, business departments should have indicators, tasks, and effectively ensure that the indicators should be vertical to the end, horizontal to the edge, comprehensive coverage, the formation of a closed and complete indicator system, and effectively achieve the division of responsibilities, responsibilities in place, clear indicators, strict assessment. Focus on the process of management, process management should be done beforehand pre-control, control and corrective action, in accordance with the PDCA management model, that is, planning, implementation, inspection, processing of the four steps of the cycle of methods to carry out process management.
(D) Focus
In order to deepen the benchmarking management, refine the benchmarking indicators, improve the benchmarking process, in-depth analysis of the benchmarking, and focused on the benchmarking. Focus on the company's jurisdiction of the units back to mining, the operating location for into the return wind down the tunnel digging team for benchmarking analysis. At the beginning of each month, the benchmarking team to fill in the last month's cumulative material consumption index completion reported to the production department; production department to fill in the back mining production and benchmarking team digging footage reported to the human resources department. The production department analyzes the unit consumption index of the benchmarking team, the human resources department analyzes the efficiency index of the benchmarking team, and each department analyzes and formulates corrective measures, fills in the "analysis table of the completion of the benchmarking indexes", and reports it to the financial department of the mine after being examined and signed by the leaders in charge. Benchmarking team to material consumption and efficiency of the two indicators for assessment, each indicator accounted for 50%; for better benchmarking, the material consumption schedule is fully detailed to each material, personnel are fully detailed to each position. Fourth, grasp the key, refine the measures, sound benchmarking early warning mechanism
(a) standardize the basis of cost accounting, reasonable adjustment of incomparable factors, to ensure the consistency of the caliber of the benchmarking and the scientific nature of the data
The prerequisite for the benchmarking is the consistency of the basis of cost accounting, standardized accounting accounts. To this end, in the actual operation: First, to determine the benchmarking standards, must follow the unified standards, the principle of comparable caliber, the group company accounting methods as the standard, the cost of accounting methods, the standardization of the subjects listed, where the accounting caliber is inconsistent with the unit to be adjusted, to achieve uniformity within the Jindong region. Secondly, for some big incomparable factors, reasonable adjustments should be made to restore them to the comparable real level as far as possible. For example, in terms of geological conditions, for prominent mines or units managed in comparison with prominent mines, special inputs in terms of kilometer drilling rigs and gas extraction should be considered and measured separately; for units with large water surges in mines and large special inputs in water prevention and control, benchmarking targets should be issued after reasonable measurement. Then again, the Jindong mines of safety fee extraction standards are not consistent, low coal impact income and other factors are different, but also to be adjusted moderately, so that the benchmarking standards are more comparable.
(ii) focus on daily management, carefully collect information
Integrate daily assessment into the benchmarking management, clear benchmarking management of the main assessment indicators, focusing on the assessment from the production of footage, labor efficiency, material consumption, electricity indicators, recycling reuse, repair and recycling. To do five combinations, namely: benchmarking work should be combined with production and operation tasks, combined with the implementation of job responsibility system at all levels, combined with team accounting, combined with performance appraisal, combined with management innovation. From top to bottom, we have achieved regular benchmarking, institutionalized rectification, standardized management and maximized efficiency.
(C) Establishment of a monthly statistical system and early warning mechanism for benchmarking management indicators
Monthly Jindong Company and each mine should arrange for a person to summarize the statistics on the benchmarking indicators, analyze and compare them, and prepare an analysis report. For indicators of major anomalies, issued a reminder warning, the relevant departments to start the early warning analysis program to find out the reasons for the differences.
Fifth, pay attention to the effect of evaluation, strict performance appraisal, to ensure that the management of benchmarking to receive the expected results
(a) the establishment of a detailed, quantitative effect of the evaluation system
At the end of each year on the implementation of the overall situation of the benchmarking management of the effect of the year to evaluate the review of the achievements of the experience and reflection to find gaps and deficiencies, to fully assess and analyze the week after week, and adhere to the long term. Do benchmarking regular, rectification system, management standardization, maximize the benefits, truly reflect the results of benchmarking management, the establishment of a long-term operational mechanism, continuous improvement to enhance management. For the indicators that have reached or are close to the advanced level, we should continue to stay ahead of the curve, strive for higher target values, strive for domestic advancement, and constantly pull up the benchmark value; for the indicators that are between the industry level and the benchmark indicators, we should continue to improve them and get closer to the advanced indicators, compare them with the benchmarks, and strive for first-class performance; for the indicators lower than the benchmark indicators, we should seriously analyze them, find the gaps, improve the short boards, and narrow the gap between the level of indicators and that of benchmark indicators, and strive to achieve a level lower than the average value of the industry. Strive to realize the number of indicators below the industry average is reduced year by year.
(2) Develop supporting incentive policies, strict performance assessment of benchmarking indicators
Establishment of benchmarking management monthly meeting notification, quarterly analysis and discussion, half-yearly summarization of grooming, annual ranking of the overall dynamic operation mechanism. Benchmarking management indicators should be linked to specific assessment methods, into the Jindong company monthly assessment of regular meetings, to positive incentives based on the assessment policy. At the end of each month through the Jindong website, regular assessment meetings and other carriers of statistical indicators to inform and increase attention. At the end of each quarter, a special meeting is held to analyze and discuss, find the problem gaps, and formulate improvement measures. Annual total ranking, the annual total scoring queue as well as individual indicators of good units to give heavy awards, on the work carried out ineffective, poor completion of the indicators, the last ranked unit for notification of criticism and financial penalties, in order to ensure the implementation of the implementation of the management of benchmarking.
(C) the company's units and departments of the management of benchmarking work for inspection, evaluation
the activities of solid and effective units, departments set up as an advanced model unit or department, its advanced experience for promotion; other units and departments should be advanced model units and departments to join the benchmarking target, the formation of the company within the scope of the "comparison, Learning, catching up and surpassing" favorable atmosphere within the company.
In short, the benchmarking management work is a complex systematic project, is a dynamic process of keeping pace with the times, continuous innovation, is a continuous learning, hard work, comprehensive improvement process, the new stage only closely around the overall strategic planning of the Group, to further understand and grasp the essence of the benchmarking work, and to further broaden the ideas, think positively, master the standardized management methods, perseverance, Strengthen the measures, effectively benchmarking work to grasp the depth, grasp the details, grasp the real, in order to achieve the level of benchmarking work and the level of enterprise management *** with the ultimate goal of improving.