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“十二五”期间,中国航天科技集团公司烽火机械厂通过优化结构、整合资源、聚焦主业、转变方式等举措,有力推动了企业的健康发展。改革创新助推发展通过优化组织结构、整合资源、流程再造,将单一工种车间优化调整为具备承制系列同类产品的全职能车间,大幅提高了生产管理效率和产品及时交付率。成立液压装备事业部、电动伺服项目部、石油项目部等,搭建快速发展平台,培育壮大了优势业务。创新管理模式,将单纯的工时考核向全价值管
During the 12th Five-Year Plan period, China Aerospace Science and Technology Corporation FiberHome Machinery Plant promoted the healthy development of enterprises by optimizing the structure, integrating resources, focusing on the main industry and changing the way. Reform and Innovation Boost Development By optimizing organizational structure, integrating resources and reengineering processes, the optimization of a single-type workshop to a full-function workshop with a series of similar products under production has greatly enhanced the efficiency of production management and the timely delivery of products. The establishment of hydraulic equipment division, electric servo project department, petroleum project department, build a rapid development platform, nurture and strengthen the advantages of business. Innovative management mode, will be a simple assessment of working hours to the full value of management