Analysis and measures on fine cost management of coal company
Abstract :Fine management of the first originated in the United States on the working hours of Taylor before Japanese companies proposed a comprehensive quality management. In order to survive and firmly occupied Europe and the United States market, Japanese companies improved product competitiveness, improved products quality, reduced production costs. Thus, quality control, movement without shortcomings, total quality management and management methods came into being.
Fine management of the establishment of conventional management on the basis of conventional management and deepen the basic ideas and management models, is a management to minimize the use of resources and reduce management costs as the main objectives of the management.
This paper aims to Shenhuabeidian company through the analysis of the status, to find the weakness of the company, then proposed a plan suitable for the company. The paper is on cost fine management which is important for the company.
The article focus on cost management of the coal enterprises focus - materials and personnel to commence in resolving the cost of Management of Fine, fine management costs will extend to the whole enterprise, making clear the management of enterprise cost management of the overall fine. The article start from a macro perspective, aims to solve the basic problems of the company. Using SWOT, and other management tools to analyze in-depth the company .The characteristics of the article is to describing the precise management of the status, then propose for the implementation of countermeasures.
Key words: fine management, open pit coal mine, measures
目 录
一、 绪 论 3
(一)选题背景 3
(二)研究意义 3
1.理论意义 3
2.现实意义 3
(三)研究方法、思路及框架 4
1.研究方法 4
2.研究思路 4
3.全文框架 4
二、 精细化管理概述 5
(一)精细化管理产生及内涵 5
(二)成本精细化管理含义及主要思路 5
(三)煤炭成本精细化管理的要素构成 6
(四)煤炭企业中成本影响因素 6
三、 神华北电胜利能源有限公司概况 6
(一)公司概况 6
(二)胜能公司公司SWOT分析 7
1.胜能公司优势分析 7
2.胜能公司劣势分析 8
3.胜能公司威胁分析 9
(三)胜能公司实施精细化管理的必要性 9
四、 胜能公司成本精细化管理的现状 10
(一)人员方面 10
1.班组轮换管理 10
2.员工岗位轮换制 10
(二)材料设备方面 11
1.采购管理 11
2.材料回收管理 11
(三)制度方面 11
1.制定严格的工作流程图 11
2.成本精细化深入到矿区的班组,分队 12
五、 胜能公司成本精细化管理的不足 12
(一)人员方面 12
(二)材料设备方面 12
(三)制度方面 13
1.成本控制的广度与深度不够 13
2.与成本精细化管理的相对应的奖惩措施不足 13
(四)技术方面 13
1.针对提高褐煤发热量的技术准备不足 13
2.公司设备停机时间过多,设备维修时间过长 14
六、 胜能公司成本精细化管理解决方法 15
(一)人员方面 15
1. 责任落实到个人 15
2. 加强公司基层员工的培训 15
(二)制度及战略方面 15
1. 实施全面的精细化管理 15
2. 加强成本的考核力度,引入竞争机制,建立降耗创效机制 17
(三)技术方面 18
3. 采用褐煤干燥,兴建电厂等就地提高煤炭利润率的措施 18
4. 建立更高效的信息网络系统 18
5. 着力开发露天边坡、排土场稳定性评价方法和加固新技术 18
(四)材料设备方面 19
七、 结 论 20
致谢 21
注释 22
参考文献 22