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中国航发西控公司60分厂结合自身特色,以平衡计分卡指标落地为体系框架,梳理出四级管理层级,辅以班组建设等民主管理手段,将各项考核指标上下承接,上下联动,量化考核,将各项运营指标细化分解至每一层级,形成“人人肩上有指标,分厂发展靠大家”的良好局面。自上而下,建立四级管理层级。作为以一线生产为主的机加分厂,以往公司考核分厂的各项运营指标,均在分厂层面承接,虽进行月度分析和反馈,但均是事后
60 branches of China Aviation Development and Control Company combined their own characteristics to balance the scorecard landing indicators for the system framework, sort out four levels of management, combined with the construction of the team and other democratic management methods, the various assessment indicators up and down, up and down linkage , Quantitative assessment, the operating indicators will be detailed breakdown of each level, the formation of “everyone shoulder indicators, branch development by everyone ” a good situation. Top-down, the establishment of four levels of management. As a first-line production-based machine plus plant, the past branch companies to assess the various operating indicators are carried out at the plant level, although the monthly analysis and feedback, but are after the fact