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可以把对标管理想象成一张由经纬线编织而成的精美地图,时间表和路线图中每一个节点都是这张图的经线,而纬线则是由几大实施步骤组成。按照煤化集团对标工作的总体要求和部署,建设集团于2012年初将对标管理确定为全年重点工作。对标之初,我们理解所谓“对标”就是到几家业内发展较好的单位去取取经、学习学习就行了,但随着对标工作的不断深入,在煤化集团及中介机构专家悉心的指导下,我们对对标管理有了更深刻、更全面的理解。我们可以把对标管理想象成一张由经线、纬线编织而成的精美地图,时间表和路线图中每一个节点都是这张“图”的经线,
Think of benchmarking as a beautiful map woven from longitude and latitude lines. Each node in the timeline and roadmap is the longitude of the image, while the weft is composed of several major steps. In accordance with the overall requirements and deployment of benchmarking work by the Coalification Group, the Construction Group identified benchmarking management as the key work of the year in early 2012. At the beginning of the benchmarking, we understand that the so-called “benchmark ” is to go to several well-developed units in the industry to learn by learning from it, but with the deepening of benchmarking work in the coal group and intermediary experts With careful guidance, we have a more profound and comprehensive understanding of benchmarking management. We can visualize the benchmarking management as a delicate map woven by longitude and latitude lines. Each node in the timeline and roadmap is the longitude line of this “figure”