XXX, according to the general requirements of the group company on improving quality and efficiency, combined with its own reality, is problem-oriented, taking benchmarking as a means, and aiming at the key areas and weak links in management, solidly carries out the work of slimming, improving quality and efficiency, actively responds to the severe XX market situation, and ensures the completion of the annual task objectives. XXX slimming, quality improvement and efficiency improvement work is summarized as follows:
First, the development of slimming, fitness, quality improvement and efficiency improvement in 20xx years
(A) tap the potential, fine management, deepen cost control.
First, strengthen the whole process control of production costs, continue to carry out maintenance, recovery and reuse, and reduce the consumption of equipment and accessories. Handle the relationship between connection and production cost, scientifically grasp the development progress of open-pit stripping wells, rationally optimize the engineering quantity, and strive to reduce production cost on the premise of ensuring connection. Strengthen the control of outsourcing costs, vigorously carry out self-inspection, self-repair and self-construction, adhere to the ability of equipment maintenance and engineering construction, and never outsource. Adhere to the combination of reducing management costs and reducing technology costs, scientifically optimize project design, production layout, process flow and production links in different disciplines and systems, and resolutely put an end to all kinds of invalid losses. In line with the principle of ensuring production and people's livelihood, we will reduce all controllable costs and special funds, control investment and reduce scale, and only arrange necessary projects conducive to safe production. Second, strictly control the expenditure in budget execution, give play to the leading role of budget rigidity, and intervene in the audit of capital plan according to the budget arrangement to ensure that the actual progress of all cash expenses is lower than the budget progress. The introduction of "Special Assessment Method for Key Performance Indicators" and the implementation of monthly assessment forced the budget to be completed. In the whole year, the company's manufacturing cost per ton of coal was XXX yuan, 8.90 yuan lower than the budget and 2.83 yuan higher than the same period last year. Excluding the policy shutdown factors of Mengdong Energy and Xilinhe River, the manufacturing cost per ton of coal is XXX yuan, which is lower than the same period of last year 1.67 yuan. Third, strictly control non-productive expenditures, and comprehensively strengthen the control of eight expenses, such as "three expenses" and "three public funds", to ensure the completion of the cost indicators issued by the group company. In 20xx, the "three items" expenses of XXX Company * * * incurred 1.3 1 billion yuan, a year-on-year decrease of 1.300 million yuan, a decrease of 9.34%. Eight expenditures such as "three public funds" totaled XXX million yuan, a year-on-year decrease of XXX million yuan, a decrease of 654.38+06.67%, a decrease of 654.38+05.05 million yuan and a decrease of 654.38+07.75% compared with the budget.
(2) Deepen reform, stimulate vitality and optimize management system and mechanism.
First, straighten out the management system and mechanism. Combined with the needs of enterprise development, the management mechanism of key areas such as procurement, investment, safety and party building was systematically sorted out, and XXX item was revised and XXX item was newly established. Implement centralized management and control requirements, and further standardize the business processes of financial center and material procurement management. Streamline the establishment of government departments and merge XX departments. According to the principle of separation of management and office, the marketing department is separated from the sales company. Conduct monthly evaluation of key performance indicators and force them to be completed. An effective communication mechanism has been established, which has comprehensively strengthened the communication and contact between safety and technology, production and sales, supply and electromechanical work, enhanced the scientificity of work arrangement and improved the plan cash rate.
The second is to revitalize human resources. Start the "four decisions" work of the whole company. Combined with the actual situation of mine withdrawal and personnel placement, a mine construction engineering company was established based on the west open pit mine. Promote staff attrition and increase efficiency, encourage employees to retire and resign, * * * handle XXX people's retirement, and XXX people retire throughout the year. Make overall consideration of the current situation of financial system managers in this department, and carry out personnel exchanges in key positions and key positions. Through the talent growth channel, 37 employees were rated as "chief technicians" of the company.
(3) Benchmarking advanced, improving quality and increasing efficiency, and solidly developing coal mine benchmarking management.
One is to promote the deep integration of benchmarking management and practical work. All raw coal production mines and professional departments are required to adhere to the problem-oriented benchmarking work, deeply analyze the causes of index fluctuation, find the gap through data comparison, formulate bidding pursuit measures, narrow the management gap with the benchmarking unit, improve the management level to varying degrees, and achieve initial results in the benchmarking work. The second is to fully tap and utilize the internal benchmarking resources of the company. Guide all units to extend the bidding field vertically, further divide bidding units, build bidding wells (teams) and teams, and carry out management bidding between companies and teams. At present, the company's benchmarking has been carried out with Laogongyingzi Mine as a pilot. The third is to actively promote external benchmarking. Units that have established external benchmarking mechanism are required to implement and promote the responsibility of bidding measures, strive to localize the mature management experience of benchmarking units, and effectively improve the management level of units by going out to benchmark. Encourage other raw coal production mines to actively go out and look for benchmark coal mines and strive to establish a foreign benchmarking mechanism. The fourth is to establish a monthly notification mechanism for benchmarking. Since June 65438+ 10, the benchmark work briefing has been released every month, and the monthly benchmark report of each mine has been released to inform the existing problems in benchmarking work and arrange the deployment of recent benchmarking work.
Second, the problems and shortcomings in the work
(1) The working atmosphere of improving quality and increasing efficiency is not strong enough. According to the requirements of XXX Company's Implementation Plan for Improving Quality and Efficiency, grass-roots units have set up corresponding organizations, formulated plans and deployed related work, but the atmosphere is not strong, and a strong atmosphere of full participation, improving quality and efficiency in an all-round way has not yet been formed.
(2) The effect of improving quality and increasing efficiency is not obvious. Some grass-roots units have carried out some work of improving quality and increasing efficiency in combination with the actual situation of their own units, but the depth of integration with the actual work is not enough, and the attention paid by grass-roots units to improving quality and increasing efficiency needs to be improved, and the results achieved are not obvious.
Three. Main tasks of improving quality and increasing efficiency in 20xx year
(1) Intelligent production, reasonable connection and benefit from production organization. Pay close attention to the change of XX market situation, reasonably arrange the mining sequence of each raw coal production mine, and strive to build a "efficient-economical-safe" three-dimensional unified production and management system. Give full play to the role of production scheduling system, ensure real-time and accurate dynamic monitoring, and reduce the impact of production interruption. Open pit mines should scientifically plan stope layout, reasonably control equipment, strengthen the promotion of key parts, strictly check the monthly stripping plan, and go all out to ensure the completion of stripping tasks. Wells, mines and mines should increase the intensity of mining and development to ease the tension one after another. Well mining pays special attention to the maintenance and adjustment of mining equipment to improve the utilization rate of equipment. Open pit mines focus on strengthening the management of production and auxiliary internal combustion equipment to ensure that the equipment "three rates" meet the standards.
(2) Reduce costs and increase efficiency, turn losses into losses and control losses, and continue to increase cost control. Strengthen the whole process control of production cost, continue to carry out maintenance, reuse and recovery, and reduce the consumption of equipment and accessories. Handle the relationship between connection and production cost, scientifically grasp the development progress of open-pit stripping wells, rationally optimize the engineering quantity, and strive to reduce production cost on the premise of ensuring connection. Strengthen the control of outsourcing costs, vigorously carry out self-inspection, self-repair and self-construction, adhere to the ability of equipment maintenance and engineering construction, and never outsource. We should adhere to the combination of reducing management costs and technology costs, scientifically optimize project design, production layout, process flow and production links of different disciplines and systems, and resolutely put an end to all kinds of invalid losses. Strictly control unproductive expenditures, and comprehensively strengthen the control of eight expenses such as "three expenses" and "three public funds" to ensure the completion of the cost indicators issued by the group company.
(3) lose weight and keep fit, improve quality and increase efficiency, and gradually improve asset quality. Steadily promote the work of "de-capacity", disposal of "zombie enterprises" and special rectification of extremely poor enterprises. According to the shut-in time and inverted work plan of Gushan Coal Mine, the key links and completion time nodes are defined to ensure the orderly advancement of production capacity withdrawal. Solidly promote the separation and transfer of "three supplies and one industry", closely follow national and local policies, strengthen the connection with local governments, identify recipients, sign transfer agreements, and make substantial progress. Fully promote the disposal of inefficient and ineffective assets. When conditions are ripe, adhere to legal compliance and steadily promote the equity disposal of Kunde Logistics; Choose the opportunity to dispose of idle land, waste materials, old equipment and other assets to further improve the quality of the company's assets.
(4) Consolidate the achievements, deepen the mechanism, and solidly carry out benchmarking of key indicators. The production department takes the lead in benchmarking the company's key indicators. Through the implementation of accurate and dynamic benchmarking management, a "three-step" virtuous circle of finding problems, analyzing problems and rectifying problems is formed. By decomposing the composition of indicators layer by layer, the reasons for the lag of indicators are comprehensively and objectively analyzed to ensure that the benchmarking analysis is accurate and specific; Through the implementation of list management and clarification mechanism, urge the responsible department of benchmarking indicators to formulate feasible measures for bidding pursuit and put them in place, and make clear the unfinished rectification objectives; Through the effective implementation of the assessment of key performance indicators, strengthen the supervision of benchmarking indicators, ensure the sustainability, effectiveness and good benchmarking indicators, and promote the dynamic control of core performance indicators.