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　　中國華(hua)電集(ji)團公(gong)司(si)寧(ning)夏分公(gong)司(si)（以下簡稱華(hua)電寧(ning)夏公(gong)司(si)）在(zai)管理(li)提升活(huo)動(dong)工(gong)作(zuo)中，結合寧(ning)夏區域工(gong)作(zuo)實際，在(zai)規定(ding)動(dong)作(zuo)不走樣的(de)基礎上，構建了制度建設、工(gong)作(zuo)閉(bi)環、集(ji)中評審、兩報公(gong)開、即(ji)時考評的(de)五項管理(li)機(ji)制，確保了活(huo)動(dong)的(de)順利開展。

　　一、加強(qiang)制(zhi)度(du)建(jian)設，引(yin)導(dao)活動深入開展

　　華電(dian)寧夏(xia)公(gong)司(si)(si)(si)(si)為確(que)(que)保活(huo)動(dong)相關工作(zuo)(zuo)有章可循、有法可依，強(qiang)化(hua)活(huo)動(dong)的(de)(de)(de)制(zhi)(zhi)(zhi)(zhi)度(du)(du)(du)建設和(he)(he)目(mu)標導向。一(yi)是(shi)制(zhi)(zhi)(zhi)(zhi)定了(le)《關于持(chi)續開(kai)展“管理(li)(li)提升(sheng)”活(huo)動(dong)的(de)(de)(de)決定》、《寧夏(xia)區(qu)域(yu)(yu)“管理(li)(li)提升(sheng)”活(huo)動(dong)考核(he)管理(li)(li)辦(ban)(ban)法》、《關于確(que)(que)保實現集團公(gong)司(si)(si)(si)(si)首(shou)批一(yi)流區(qu)域(yu)(yu)公(gong)司(si)(si)(si)(si)目(mu)標的(de)(de)(de)決定》、《“管理(li)(li)提升(sheng)”管理(li)(li)考核(he)辦(ban)(ban)法》和(he)(he)《報送(song)材(cai)料以及宣傳管理(li)(li)考核(he)辦(ban)(ban)法》等一(yi)系列活(huo)動(dong)制(zhi)(zhi)(zhi)(zhi)度(du)(du)(du)文件(jian),對活(huo)動(dong)每一(yi)個(ge)階(jie)段節(jie)點安(an)排都作(zuo)(zuo)了(le)明(ming)確(que)(que)規定，利用考核(he)機制(zhi)(zhi)(zhi)(zhi)引(yin)導活(huo)動(dong)方向和(he)(he)組織(zhi)工作(zuo)(zuo)。同時，加大活(huo)動(dong)過程(cheng)和(he)(he)宣傳報道考核(he)力度(du)(du)(du)，建立分公(gong)司(si)(si)(si)(si)、區(qu)域(yu)(yu)公(gong)司(si)(si)(si)(si)、部門、班組四級信息網絡(luo)和(he)(he)定期活(huo)動(dong)機制(zhi)(zhi)(zhi)(zhi)，充分調(diao)動(dong)了(le)基層(ceng)單位參與“管理(li)(li)提升(sheng)”活(huo)動(dong)的(de)(de)(de)積極(ji)性(xing)和(he)(he)責任心。目(mu)前(qian)，華電(dian)寧夏(xia)公(gong)司(si)(si)(si)(si)已經(jing)形成了(le)“用制(zhi)(zhi)(zhi)(zhi)度(du)(du)(du)管權、按制(zhi)(zhi)(zhi)(zhi)度(du)(du)(du)辦(ban)(ban)事(shi)、靠制(zhi)(zhi)(zhi)(zhi)度(du)(du)(du)管人(ren)”的(de)(de)(de)良好活(huo)動(dong)機制(zhi)(zhi)(zhi)(zhi)。

　　二(er)、任務單閉環管理，形成(cheng)落實良性(xing)循環

　　華電寧夏公司(si)對管理提(ti)升活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)做了精心的組(zu)(zu)織推進(jin)(jin)工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)。一(yi)(yi)是(shi)(shi)強(qiang)化活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)辦公室職能，實(shi)(shi)現了活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)有方案(an)、有落實(shi)(shi)、有評(ping)價、有總結、可(ke)追溯(su)。活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)辦公室每(mei)周(zhou)派(pai)駐專員(yuan)到區域(yu)各公司(si)指導、督促活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)開展，確(que)保(bao)活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)各階段工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)方案(an)和相關要求落到實(shi)(shi)處；每(mei)天召(zhao)開工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)例(li)會(hui)，及時總結分(fen)析當(dang)天各項工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)，提(ti)出改進(jin)(jin)意見，部(bu)署下一(yi)(yi)天重點(dian)工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)；加強(qiang)對活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)資料的梳理、充(chong)實(shi)(shi)和完(wan)善，建立了活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)資料檔案(an)，確(que)保(bao)了資料的完(wan)整性(xing)、可(ke)追溯(su)性(xing)。二是(shi)(shi)實(shi)(shi)施工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)任務(wu)的閉(bi)環(huan)管理，按照活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)節(jie)點(dian)環(huan)節(jie)的輕重緩(huan)急，以《工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)任務(wu)單》的形(xing)式及時分(fen)解任務(wu)，明(ming)確(que)完(wan)成(cheng)任務(wu)和責(ze)任部(bu)門反饋跟蹤情(qing)況的時間節(jie)點(dian)。活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)開展以來(lai)，共下發《工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)任務(wu)單》12份，完(wan)成(cheng)率達(da)到100%。三是(shi)(shi)提(ti)高辦公室工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)的精細化水平，將(jiang)組(zu)(zu)織機構、工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)目標、網絡圖、活(huo)(huo)(huo)(huo)動(dong)(dong)(dong)(dong)(dong)剪影制作(zuo)(zuo)(zuo)成(cheng)圖板，使各項工(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)流(liu)程和進(jin)(jin)展情(qing)況一(yi)(yi)目了然。

　　三、集中評審找準問(wen)題，完善再診斷整改方案

　　為確(que)保(bao)找(zhao)準問(wen)題(ti)，真正剖析原因，為第二階段專項提(ti)(ti)升(sheng)(sheng)奠定基(ji)礎，針對(dui)區域各單(dan)位(wei)(wei)活(huo)動開展不平衡、部(bu)分單(dan)位(wei)(wei)查找(zhao)問(wen)題(ti)走過場、上報材料(liao)空洞等現象，華電(dian)寧夏公(gong)(gong)司(si)經(jing)過深入研究，構建(jian)了由公(gong)(gong)司(si)領(ling)導，各部(bu)門負責人，所屬靈武公(gong)(gong)司(si)、中寧公(gong)(gong)司(si)、新(xin)能源公(gong)(gong)司(si)，以及活(huo)動辦公(gong)(gong)室“四方(fang)會審(shen)”的集中評審(shen)機(ji)制，開誠布公(gong)(gong)地對(dui)所屬單(dan)位(wei)(wei)活(huo)動存在的問(wen)題(ti)進行(xing)現場提(ti)(ti)問(wen)和(he)點(dian)評，逐家單(dan)位(wei)(wei)進行(xing)問(wen)題(ti)再(zai)查找(zhao)、再(zai)診斷，確(que)保(bao)找(zhao)準問(wen)題(ti)。針對(dui)查找(zhao)出(chu)的75項問(wen)題(ti)，華電(dian)寧夏公(gong)(gong)司(si)明確(que)要(yao)求所屬單(dan)位(wei)(wei)要(yao)進一步改(gai)(gai)進和(he)完(wan)善專項提(ti)(ti)升(sheng)(sheng)工(gong)作(zuo)方(fang)案，以“管理(li)”、“效益”提(ti)(ti)升(sheng)(sheng)為主線，細化(hua)整改(gai)(gai)措施(shi)，逐步深入落實整改(gai)(gai)。

　　四、實施兩(liang)報(bao)公開，強化過程透明

　　為(wei)增強工作(zuo)的(de)(de)透明度，營造(zao)全員參與、主動(dong)(dong)(dong)(dong)(dong)推進的(de)(de)活動(dong)(dong)(dong)(dong)(dong)氛圍，華(hua)電寧夏(xia)公(gong)(gong)司(si)以定期印發“活動(dong)(dong)(dong)(dong)(dong)簡(jian)報(bao)”和“檢查通報(bao)”的(de)(de)形(xing)式(shi)，搭建(jian)活動(dong)(dong)(dong)(dong)(dong)交流平(ping)臺，利用(yong)“兩報(bao)”部(bu)署工作(zuo)、交流信息(xi)、督導落實。“活動(dong)(dong)(dong)(dong)(dong)簡(jian)報(bao)”內(nei)容涵蓋上(shang)級(ji)公(gong)(gong)司(si)工作(zuo)精神和要求部(bu)署、區域活動(dong)(dong)(dong)(dong)(dong)要聞(wen)、基層(ceng)活動(dong)(dong)(dong)(dong)(dong)動(dong)(dong)(dong)(dong)(dong)態等；“工作(zuo)通報(bao)”每周下(xia)發一期，對(dui)(dui)(dui)區域“管理提(ti)(ti)升(sheng)”活動(dong)(dong)(dong)(dong)(dong)開展(zhan)、完成(cheng)情況進行通報(bao)。同(tong)時(shi)，圍繞階段性重(zhong)點(dian)工作(zuo)，不定期對(dui)(dui)(dui)各部(bu)門和所(suo)屬單位進行現(xian)場查評(ping)，并(bing)對(dui)(dui)(dui)相關基層(ceng)單位進行抽查。對(dui)(dui)(dui)查評(ping)中發現(xian)的(de)(de)問題提(ti)(ti)出改進意(yi)見并(bing)對(dui)(dui)(dui)整改過程進行跟(gen)蹤督辦。自活動(dong)(dong)(dong)(dong)(dong)開展(zhan)以來，先后編發簡(jian)報(bao)7期，下(xia)發通報(bao)5期。

　　五(wu)、加強即時考評，確保(bao)活動落(luo)到實處

　　華電寧夏公司將“管理提升”活動與(yu)日常工作(zuo)相(xiang)結合(he)，列入月度工作(zuo)計劃、周工作(zuo)計劃進(jin)行(xing)統一(yi)管理。對考核(he)(he)(he)情況，以短信和電子郵(you)件的形式即時(shi)通知責任人，下(xia)發(fa)考核(he)(he)(he)兌(dui)現(xian)通知單(dan)，績效(xiao)結果與(yu)企業領導班子業績掛鉤考核(he)(he)(he)兌(dui)現(xian)，各(ge)項獎(jiang)懲納入年(nian)度四(si)項責任制考核(he)(he)(he)兌(dui)現(xian)，切(qie)實做(zuo)到了(le)有(you)(you)布置(zhi)、有(you)(you)檢查、有(you)(you)落實、有(you)(you)考核(he)(he)(he)，做(zuo)到獎(jiang)罰分(fen)明。活動開展以來(lai)先(xian)后下(xia)發(fa)考核(he)(he)(he)通知單(dan)10次(ci)，兌(dui)現(xian)考核(he)(he)(he)金額2萬余元。

　　華電(dian)寧夏公司(si)通過(guo)扎(zha)實推進管理提(ti)升(sheng)活動，管理效益逐步顯(xian)現(xian)。2012年區域經(jing)營發(fa)展(zhan)取得新(xin)業績，控參股企(qi)業實現(xian)利潤8.05億(yi)元；電(dian)源項(xiang)(xiang)目投產的(de)管理裝機容量(liang)429萬千(qian)瓦，發(fa)展(zhan)項(xiang)(xiang)目涉(she)及火電(dian)、風電(dian)、太陽能(neng)發(fa)電(dian)以及煤炭、鐵路等業務領域。