III
Benchmark Management for Tiefa Energy Company
Abstract
Energy, tiefa coal industry group company is often in a relatively closed environment, a
relatively stable team and relatively stable benefits, there are national ideological trend and
meet the status quo, seriously restricts the energy company, the pursuit of excellence, tiefa
coal industry group, advance the realization of the strategic target of national coal industry
second army. Introduction of the management mechanism, through to the inside and outside,
emancipate the mind, renew the idea, transformation mechanism, is the inner requirement of
enterprise strategic target.
On the essence of scale management is a good example for the target to find the gap,
increase efficiency of method and process, in tiefa energy company, fully arouse the
enthusiasm of the various factors of production and achieve the best combination of dynamic
and improve enterprise economic benefit, can play a positive and effective role.
Paper for standard management, to discuss the construction of the energy, tiefa coal
industry group company for standard management model, focus on analysis of the standard
management model framework, the basic idea of the standard management model, to the
management mode of operation mechanism, to standard the main task of the management
mode and standard management mode of the specification of the program, etc. To guide the
complete energy, tiefa coal industry group company as benchmark selection and index
system construction, and demonstrates the model selection, the determination of index
system and index analysis of the specific ways and steps.
Paper puts forward the energy, tiefa coal industry group company the key task, the
assessment of the management approaches to the assessment of the organization and
management, the management of the inspection procedure, general method for evaluating
standard, points to the index evaluation method.
Furthermore, this paper puts forward that the energy, tiefa coal industry group company
of the safeguard measures of the management, discusses the management of the organization
structure, the information technology of the implementation of the management platform and
management of the fine management to improve enterprise management level, the important
role of sustainable development.
Keywords:
Energy, Tiefa coal industry group company, Management researchI
铁法能源公司对标管理研究
摘 要
铁法能源公司往往处在一个相对封闭的环境、相对稳定的队伍和相对稳定的效益
中，存在着小富即安、满足现状的思潮，严重制约着铁法能源公司追求卓越、挺进全
国煤炭欧亿·体育（中国）有限公司第二集团军战略目标的实现。引入对标管理机制，通过内外对标，解放思
想，更新观念，转换机制，是实现企业战略目标的内在要求
对标管理的实质是以优秀榜样为目标找差距、增效益的方法和过程，对铁法能源
公司充分调动各个生产要素的积极性并实现动态的最佳组合，提高企业经济效益，能
够发挥积极有效的作用
论文结合企业对标管理，探讨铁法能源公司对标管理模式的构建，着重分析对标
管理模式的框架体系、对标管理模式的基本理念、对标管理模式的运行机制、对标管
理模式的主要任务及对标管理模式的规范程序等方面。以此为指导完成铁法能源公司
标杆甄选与指标体系建设，并论证了标杆甄选、指标体系的确定和指标分析的具体方
式与步骤
论文提出了铁法能源公司对标管理工作考核的关键任务，全面阐释对标考核的组
织与管理、对标管理考核的程序、对标指标评价的一般方法、对标指标考核计分方法
等
进而，论文提出了铁法能源公司对标管理的保障措施，论述了对标管理组织架构、
对标管理实施的信息技术平台以及对标管理岗位精细化管理等方面对企业提高基础管
理水平、可持续发展的重要作用
关键词：
铁法能源公司，对标，管理研究V
目 录
第 1 章 绪 论......1
1.1 研究背景...........1
1.2 研究意义...........1
1.3 研究内容...........2
第 2 章 铁法能源公司对标管理模式的构建 .4
2.1 对标管理模式的框架体系.......4
2.2 对标管理模式的基本理念.......4
2.3 对标管理模式的运行机制.......7
2.4 对标管理模式的主要任务.....11
2.5 对标管理模式的规范程序.....14
第 3 章 铁法能源公司标杆甄选与指标体系 ...........17
3.1 煤矿对标的分类.........17
3.2 标杆甄选.........19
3.3 对标的主要内容.........22
3.4 各部门对标指标体系的构成.29
第 4 章 铁法能源公司对标管理工作的考核 ...........33
4.1 对标考核的组织与管理.........33
4.2 对标管理考核的程序.34
4.3 对标指标的评价方法...35
4.4 对标指标考核计分方法.........36
第 5 章 铁法能源公司对标管理的保障措施 ...........40
5.1 对标管理组织架构.....40
5.2 对标管理岗位精细化管理.....41