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实施背景长期以来,新建高效超临界大型火电工程项目存在投资概算难控制,多方关系难协调,安全风险难防范、技术质量、建设工期难保障,移交生产难稳定,遗留问题难处理等诸多问题。宝庆项目建设正处于“两湖一江”(湖南、湖北、江西)火电企业长期严重政策性亏损时期。为突破困局,宝庆公司明确了“建绿色电厂、创鲁班奖”的总体目标,以全部管理过程保持各自价值交集而形成的价值增值,作为激励所有成员形成动
Background of Implementation For a long time, the new high-efficiency supercritical large-scale thermal power project has many problems such as difficult investment budget control, difficulty in coordinating multi-party relations, difficulty in preventing safety risks, technical quality, difficulty in construction period guarantee, difficulty in handing over production, and difficulty in handling the remaining problems. The construction of Baoqing Project is in the period of long-term serious policy losses of thermal power enterprises in the “two lakes and one river” (Hunan, Hubei, and Jiangxi). In order to break through the predicament, Baoqing Company clearly defined the overall goal of “building a green power plant and creating a Luban Award” and maintained the value-added value formed by the intersection of their respective values in the entire management process as an incentive for the formation of all members.