民营炼化企业提升效益的对标管理范式

Benchmarking Management Paradigm for Improving the Eff iciency of Private Ref ining Enterprises

面对“十四五”时期经济新常态和高质量发展的主旋律,东明石化对标管理工作需要重新审视、提高标准、深入开展、持续推进。通过健全对标管理的制度体系、组织体系、责任体系、执行体系、评价体系,形成了“主题确定、对标指标、对标推进、对标改进、考核评估、最佳实践”六大环节一体化运作的对标管理体系。明确专业对标、产业对标量化评价指标,依据立标、对标、达标、创标管理流程,查找短板、确定目标、制定措施、落实执行、结果监督,做到提升一项指标,形成一件标杆案例。营造浓厚的全员对标学习氛围,管理标准得到提高、管理流程得到优化,企业管理效益和经济效益得到提升。

Facing the new economic normal and the main theme of high-quality development in the“14th Five-Year Plan”period,Dongming Petrochemical needs to re-examine,raise standards,thoroughly carry out,and continue to promote benchmarking management.By improving the system of benchmarking management,organization,responsibility,execution,and evaluation,a benchmarking management system with six integrated links,namely“theme determination,benchmarking indicators,benchmarking promotion,benchmarking improvement,assessment and evaluation,and best practices”,has been formed.Quantitative evaluation indicators for professional benchmarking and industry benchmarking are clearly def ined.Based on the management process of standard-setting,benchmarking,achieving standards,and creating standards,the benchmarking management system seeks to identify shortcomings,set goals,formulate measures,implement execution,and supervise results,improving one index at a time and forming a benchmarking case.A strong atmosphere of benchmarking study is created,management standards are improved,management processes are optimized,and the management eff iciency and economic benef its of enterprises are improved.