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為確保提(ti)質增效工(gong)(gong)作(zuo)(zuo)精準(zhun)(zhun)有效，中國西電集團緊盯市場開拓、虧損企業治(zhi)理、制造過程管理、應收賬款(kuan)回收等工(gong)(gong)作(zuo)(zuo)，精準(zhun)(zhun)工(gong)(gong)作(zuo)(zuo)舉措(cuo)，落實(shi)工(gong)(gong)作(zuo)(zuo)責任和時間(jian)節點，提(ti)質增效工(gong)(gong)作(zuo)(zuo)成(cheng)效顯著(zhu)。

中(zhong)國西(xi)電集團(tuan)(tuan)一(yi)(yi)季(ji)度(du)(du)(du)實(shi)現新增(zeng)訂(ding)貨52.7億元，較(jiao)上(shang)年(nian)同(tong)期(qi)(qi)增(zeng)長40.0%；利潤總額(e)較(jiao)去年(nian)同(tong)期(qi)(qi)增(zeng)長57.4%，各項(xiang)(xiang)重(zhong)點(dian)工(gong)(gong)(gong)作(zuo)推(tui)(tui)(tui)進(jin)(jin)(jin)有(you)序(xu)。一(yi)(yi)是加強(qiang)運(yun)行(xing)分(fen)析(xi)，精(jing)準(zhun)工(gong)(gong)(gong)作(zuo)舉(ju)措。召開(kai)月度(du)(du)(du)經營分(fen)析(xi)會，及(ji)(ji)(ji)時(shi)掌握提(ti)(ti)質(zhi)增(zeng)效(xiao)工(gong)(gong)(gong)作(zuo)動(dong)態(tai)，發現問題及(ji)(ji)(ji)時(shi)整(zheng)改(gai)，挖(wa)掘亮(liang)點(dian)及(ji)(ji)(ji)時(shi)推(tui)(tui)(tui)廣，確保(bao)集團(tuan)(tuan)提(ti)(ti)質(zhi)增(zeng)效(xiao)各項(xiang)(xiang)工(gong)(gong)(gong)作(zuo)和(he)舉(ju)措推(tui)(tui)(tui)進(jin)(jin)(jin)有(you)序(xu)，落(luo)實(shi)到位。二是緊盯重(zhong)大項(xiang)(xiang)目(mu)，實(shi)施(shi)精(jing)準(zhun)營銷。集團(tuan)(tuan)主要(yao)負(fu)責人親自帶(dai)隊拜(bai)訪客(ke)(ke)戶(hu)(hu)，加強(qiang)與(yu)客(ke)(ke)戶(hu)(hu)對(dui)(dui)(dui)接，對(dui)(dui)(dui)重(zhong)大項(xiang)(xiang)目(mu)開(kai)展(zhan)針(zhen)對(dui)(dui)(dui)性(xing)的營銷策(ce)劃，把走訪客(ke)(ke)戶(hu)(hu)與(yu)針(zhen)對(dui)(dui)(dui)性(xing)獲取項(xiang)(xiang)目(mu)相結合(he)，努力爭(zheng)取市場(chang)更大份(fen)額(e)。三是實(shi)施(shi)一(yi)(yi)企(qi)(qi)一(yi)(yi)策(ce)，強(qiang)化(hua)虧(kui)(kui)(kui)損企(qi)(qi)業(ye)(ye)治(zhi)理(li)。對(dui)(dui)(dui)虧(kui)(kui)(kui)損企(qi)(qi)業(ye)(ye)深入開(kai)展(zhan)運(yun)營情況分(fen)析(xi)，查找出(chu)血點(dian)，制(zhi)定有(you)針(zhen)對(dui)(dui)(dui)性(xing)的扭(niu)虧(kui)(kui)(kui)舉(ju)措，集團(tuan)(tuan)班(ban)子成員分(fen)別(bie)牽頭，成立虧(kui)(kui)(kui)損企(qi)(qi)業(ye)(ye)減虧(kui)(kui)(kui)工(gong)(gong)(gong)作(zuo)推(tui)(tui)(tui)進(jin)(jin)(jin)小組，分(fen)解(jie)任(ren)務(wu)(wu)、督促推(tui)(tui)(tui)進(jin)(jin)(jin)。一(yi)(yi)季(ji)度(du)(du)(du)虧(kui)(kui)(kui)損企(qi)(qi)業(ye)(ye)戶(hu)(hu)數較(jiao)去年(nian)同(tong)期(qi)(qi)減少2戶(hu)(hu)，同(tong)比(bi)增(zeng)虧(kui)(kui)(kui)903萬。四是推(tui)(tui)(tui)進(jin)(jin)(jin)精(jing)益管(guan)理(li)，提(ti)(ti)升工(gong)(gong)(gong)作(zuo)效(xiao)能。在集團(tuan)(tuan)內全面推(tui)(tui)(tui)進(jin)(jin)(jin)精(jing)益管(guan)理(li)，在財務(wu)(wu)標(biao)準(zhun)化(hua)、產線(xian)改(gai)造(zao)、連(lian)續流設(she)計與(yu)運(yun)行(xing)等方面效(xiao)果(guo)顯著。通過財務(wu)(wu)標(biao)準(zhun)化(hua)建設(she)，形成了一(yi)(yi)套(tao)內部管(guan)理(li)報(bao)表及(ji)(ji)(ji)一(yi)(yi)套(tao)財務(wu)(wu)標(biao)準(zhun)化(hua)評價體系；在制(zhi)造(zao)企(qi)(qi)業(ye)(ye)推(tui)(tui)(tui)進(jin)(jin)(jin)精(jing)益生產，形成穩(wen)定、連(lian)續的生產節拍(pai)，試(shi)點(dian)車間人均勞動(dong)生產率(lv)(lv)(lv)提(ti)(ti)升20%，產品質(zhi)量穩(wen)中(zhong)有(you)升，30類主要(yao)產品一(yi)(yi)次交檢合(he)格率(lv)(lv)(lv)達標(biao)率(lv)(lv)(lv)為95.56%，其中(zhong)5類產品一(yi)(yi)次交檢合(he)格率(lv)(lv)(lv)為100%。五(wu)是加大應(ying)收(shou)(shou)(shou)賬(zhang)(zhang)款回(hui)收(shou)(shou)(shou)，降低資金占(zhan)用(yong)。聚焦應(ying)收(shou)(shou)(shou)賬(zhang)(zhang)款回(hui)收(shou)(shou)(shou)工(gong)(gong)(gong)作(zuo)，對(dui)(dui)(dui)現有(you)應(ying)收(shou)(shou)(shou)賬(zhang)(zhang)款一(yi)(yi)筆(bi)一(yi)(yi)筆(bi)查對(dui)(dui)(dui)，分(fen)析(xi)原因(yin)，落(luo)實(shi)責任(ren)，逐項(xiang)(xiang)制(zhi)定針(zhen)對(dui)(dui)(dui)性(xing)回(hui)收(shou)(shou)(shou)舉(ju)措；同(tong)時(shi)，舉(ju)一(yi)(yi)反(fan)三，查找漏(lou)洞，對(dui)(dui)(dui)應(ying)收(shou)(shou)(shou)賬(zhang)(zhang)款管(guan)理(li)和(he)回(hui)收(shou)(shou)(shou)工(gong)(gong)(gong)作(zuo)相關制(zhi)度(du)(du)(du)流程進(jin)(jin)(jin)行(xing)細(xi)化(hua)梳理(li)，確保(bao)應(ying)收(shou)(shou)(shou)賬(zhang)(zhang)款管(guan)理(li)和(he)回(hui)收(shou)(shou)(shou)工(gong)(gong)(gong)作(zuo)規范有(you)序(xu)。