江苏省徐州供电公司积极探索实践把标杆管理原理运用到农村供电所,按照“选定标杆、学习标杆、对标改进、控制过程、总结最佳”五个步骤开展同业对标工作,以做法的改进为核心,强化规范化、标准化、制度化建设,持续改进供电所管理,取得了良好成效。建立指标体系。评定最优标杆。组织各专业人员加强调查分析,围绕9项专业管理(用电业务、营销信息管理、优质服务、电费电价管理、电能计量、线路管理、配电设备管理、电工班管理、安全管理),筛选确定了29项指标。筛选确定的主要依据是,指标的真实性要“可追溯”、既突出重点任务又兼顾综合全面管理水平。在此基础上,公司分成9个专业组,对8家基层单位基层供电所专业管理进行综合考核评价,依据考核得分确定 Xuzhou, Jiangsu Province, the power company to actively explore the practice of the benchmarking management principles applied to the rural power supply, according to “selected benchmarking, learning benchmarking, benchmarking, control process, summarize the best ” five steps to carry out benchmarking work with Improvement of practices as the core, strengthening standardization, standardization and institutionalization, and continuously improving the management of the power supply station, and achieved good results. Establish the index system. Evaluation of the best benchmark. We organized various professionals to strengthen the investigation and analysis and screened and identified around 9 professional management (electricity service, marketing information management, quality service, electricity tariff management, energy metering, line management, distribution equipment management, electrical work management, safety management) 29 indicators. The main basis for the screening determination is that the authenticity of the index should be “traceable”, which not only highlights the key tasks but also takes overall management as a whole. On this basis, the company is divided into nine professional groups, comprehensive evaluation of the professional management of the eight grass-roots unit power supply base, based on the assessment score