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对标管理作为企业管理的一种工具,通过持续关注企业各项运行指标,实现企业管理的数据化和信息化,揭示出企业自身情况与标杆企业之间的数据差距,促进企业管理理念的转变和经营业绩的提升。本文以宝鸡市烟草公司为样本,认真分析了企业开展对标工作以来存在的误区,结合实际,提出下一步工作对策,有助于烟草商业企业市级分公司进一步明确对标工作差距和提升方向,博采众长、为我所用,使对标工作真正成为企业决策管理的参谋部、成本管控的晴雨表、精益管理的信息窗。
As a tool of enterprise management, benchmarking management can realize the dataization and informationization of enterprise management by continuously focusing on the operation indexes of enterprises, revealing the data gap between the enterprises themselves and the benchmarking enterprises, and promoting the transformation of enterprise management concepts And business performance improvement. This paper take Baoji Tobacco Company as a sample, carefully analyzed the misunderstandings that the enterprise has carried out since the benchmarking work, and put forward the next work countermeasures according to the actual situation, which is helpful to the tobacco branch of commercial enterprises to further clarify the gap and direction of the standard work , Bocaizhongzhang, for my use, so that the work of standardization truly become the decision-making business management staff, barometer of cost control, lean management information window.