The implementation of enterprise energy efficiency standards can be summarized as: determining a goal, establishing two databases and constructing three systems.
Determine a goal, that is, the development of enterprise energy efficiency benchmarking activities should closely focus on enterprise energy-saving goals, comprehensively carry out energy efficiency benchmarking work, and implement enterprise energy-saving goals in all energy management work of enterprises in the Eleventh Five-Year Plan. Establish two databases, namely index database and best energy-saving practice database. Build three systems, one is to build an energy efficiency benchmarking index system, the other is to build an energy efficiency benchmarking evaluation system, and the third is to build an energy efficiency benchmarking management control system.
The implementation of enterprise energy efficiency benchmarking is divided into six steps or stages: status analysis stage, benchmarking stage, benchmarking comparison stage, best practice stage, index evaluation stage and continuous improvement stage. Enterprises shall, according to the implementation content of energy efficiency benchmarking, carry out energy efficiency benchmarking in stages, clarify the work objectives, main tasks and related requirements of each stage, and ensure the implementation of benchmarking step by step; Be pragmatic, avoid * *, and strive for practical results.
Question 2: What is the benchmark index? This "benchmark" should be the concept of enterprise management. The so-called benchmark index is to take the relatively advanced index value as the set value of management objectives. It is suitable for large enterprise groups to manage subordinate enterprises with basically the same production type.
Question 3: Competitive products mainly compare the advantages and disadvantages. What does benchmarking mean?
Chinese name
benchmarking
Foreign name
benchmarking
Another name
benchmarking
be used for
enterprise management
Benchmarking analysis is also called benchmarking. It refers to the process that an organization aims at a higher performance organization to compare, achieve better performance, constantly surpass itself, surpass benchmarks, pursue Excellence, and carry out organizational innovation and process reengineering.
The establishment of benchmarking factors mainly considers three factors: the characteristics of the industry in which the target enterprise is located; The main characteristics of the target enterprise (that is, the main cultural problems); The universality of culture.
Cultural benchmarking mainly includes the following four basic steps: the establishment of benchmarking elements; The choice of benchmarking enterprises; Comparative study of benchmarking factors; Result analysis of benchmarking factors.
After benchmarking analysis with enterprises, the comparison value with organizations with high performance is obtained quantitatively, which is called "benchmarking value".
Question 4: What does benchmarking mean? Benchmarking activities of energy efficiency level refer to energy-saving practice activities in which enterprises compare and analyze energy efficiency indicators with advanced enterprises in the same industry at home and abroad to determine the benchmark and achieve the benchmark or higher energy efficiency level through management and technical measures. Carrying out energy efficiency benchmarking activities for key energy-using enterprises is an important measure to guide key energy-using enterprises to save energy and promote them to a higher level in energy saving and consumption reduction. It is of great significance to promote the in-depth implementation of the energy-saving actions of thousands of enterprises, significantly improve the energy utilization efficiency, economic benefits and competitiveness of enterprises, alleviate the energy constraints and environmental constraints faced by economic and social development, and ensure the realization of the energy-saving action goal of 654.38 billion tce of thousands of enterprises and the national energy-saving goal of the Eleventh Five-Year Plan. The implementation of enterprise energy efficiency standards can be summarized as: determining a goal, establishing two databases and constructing three systems. Determine a goal, that is, the development of enterprise energy efficiency benchmarking activities should closely focus on enterprise energy-saving goals, comprehensively carry out energy efficiency benchmarking work, and implement enterprise energy-saving goals in all energy management work of enterprises in the Eleventh Five-Year Plan. Establish two databases, namely index database and best energy-saving practice database. Build three systems, one is to build an energy efficiency benchmarking index system, the other is to build an energy efficiency benchmarking evaluation system, and the third is to build an energy efficiency benchmarking management control system. The implementation of enterprise energy efficiency benchmarking is divided into six steps or stages: status analysis stage, benchmarking stage, benchmarking comparison stage, best practice stage, index evaluation stage and continuous improvement stage. Enterprises shall, according to the implementation content of energy efficiency benchmarking, carry out energy efficiency benchmarking in stages, clarify the work objectives, main tasks and related requirements of each stage, and ensure the implementation of benchmarking step by step; Be pragmatic, avoid * *, and strive for practical results.
Question 5: What are the provisions of 5:SASAC on enterprise industry benchmarking? Benchmarking interpretation is a link of standardized and refined management process. The standardized and refined management process is: calibration-recognition-implementation-communication-adjustment-calibration-promotion. Generally speaking, benchmarking is to help enterprises adapt through "comparison (industry comparison), learning (benchmarking), catching up (finding gaps and catching up with goals), helping (benchmarking partners) and surpassing (pursuing Excellence)" ...
Question 6: There are several types of benchmarking companies. Different departments have similar functions. By comparing these departments, it is helpful to find out the operating standards of internal business. This is the simplest benchmarking. Its advantage is that it shares a large amount of information, and the internal knowledge can be used immediately, but at the same time it is easy to shut down and ignore the information of other companies. Second, the competitive benchmark (for external direct product competitors). For enterprises, the most obvious goal is direct competitors, both of which have similar products and markets. You can see the results of bidding against competitors, but the disadvantage is that competitors are generally reluctant to disclose the information of the best cases. Third, oppose the external functional practices of industry leaders. Companies are based on companies in the same industry but not in the same market. For example, Telstra can benchmark with BT on billing procedures. The advantage of this kind of benchmarking is that it is easy to find benchmarking objects who are willing to share information, because they are not direct competitors. But now many large companies can't stand too many such information exchange requests and start charging. Fourth, work procedures based on unrelated companies, that is, universal or universal processes. Some companies have the same business functions or procedures, even if their industries are different. Comparatively speaking, this method is the most difficult to realize. As for the company's choice of benchmarking method, it is determined by the benchmarking content. At present, it is practical to divide benchmarking into five types in China. Now it is generally divided into internal benchmarking, competitive benchmarking and functional/general benchmarking (see the above figure), in which internal benchmarking and benchmarking in the same industry but not in the same market are easier to implement, and international comprehensive benchmarking is particularly important for domestic leading or powerful enterprises, such as PetroChina and Baosteel. Ⅱ According to the key classification of benchmarking, it can be divided into strategic benchmarking, product benchmarking, process benchmarking and management benchmarking. First, strategic benchmarking pays attention to the overall development of the enterprise, and improves the strategic operation level of the enterprise by clarifying and perfecting the company strategy. Strategic comparative analysis needs to collect the indicators of financial and market conditions of each benchmark enterprise for correlation analysis, so as to put forward their own optimal planning. This kind of benchmarking management is actually to analyze and determine the key strategic elements of success and the successful experience of strategic management, and to provide services for the top managers of enterprises to correctly formulate and implement strategies. The advantage of this benchmarking is that it pays attention to the "purpose" to be achieved from the beginning, while the process benchmarking and management benchmarking are to compare various "means" first, and then determine which one can achieve a certain purpose better. Second, product benchmarking focuses on the product level. It first determines the product of a competitor or related enterprise as a benchmark, and then decomposes, maps and studies it to find out the advantages that its product does not have. Through reverse engineering, we can not only copy the original product or improve it on the original basis, but also estimate the cost of competitors. By comparing our own products, we can predict the advantages and disadvantages of different design schemes now and in the future. Product benchmarking is the earliest and most widely used benchmarking management. Third, process benchmarking is to find out the key factors for leading enterprises to achieve outstanding performance through the comparison of a certain process, such as the unique operation process, management methods and know-how in a certain field. By learning to imitate and improve integration, enterprises can catch up with or surpass competitors' benchmarks in this field. For example: marketing benchmarking, production management benchmarking, human resources benchmarking, etc. Process benchmarking is deeper and more complicated than product benchmarking. Fourth, management benchmarking is to find the key success factors of these enterprises by comparing with the management system and management performance of leading enterprises, and then learn to catch up. This benchmarking transcends the process or function and extends to the whole management work.
Question 7: How can an enterprise take the first step of benchmarking and make a benchmarking plan to ensure that the benchmarking plan is consistent with the company's strategy?
The second step is to establish a benchmarking team. The structure of the team depends on the scope of benchmarking, company size, benchmarking budget, benchmarking procedures and environment. Secondly, train team members in benchmarking management procedures, analytical tools and techniques, communication skills, company background and systems.
If someone is responsible for the implementation of the goal, it will greatly stimulate their sense of responsibility and improve the efficiency of implementation. In addition to leadership, the benchmarking team should also have skills such as analysis, program processing and library/computer search, and 3 to 5 people are ideal.
The third step is to collect the necessary data. First of all, we should collect the company's flow chart, customer feedback, program manual and other information for self-analysis. Otherwise, you can't see the gap with others and find out where the opportunities for promotion are.
Secondly, find the imitation object that suits you. Companies should make a list of candidates, and choose those companies that have won awards, companies that have been recognized in business magazines or other media, especially in annual industry reports, or companies recommended by suppliers, customers and consultants. Then, these enterprises are investigated and 3 to 5 enterprises are selected as information exchange and benchmarking partners.
The fourth step is to analyze the performance gap data. On the basis of understanding the best benchmarking method, measure the performance gap between yourself and others. Available indicators include profit margin, return on investment, product cycle, sales per employee, cost of each service/product, or how to develop new products or services.
When comparing, be sure to compare the same things. Apples are better than apples, not pears. At the same time, it should be adjusted according to the economic scale, different business ideas and market environment.
By comparing performance, enterprises will find the gap with the best companies. "Others can do it, why can't we?" In this way, benchmarking can help the company establish a strategic goal. After informing the senior management and the whole company of the relevant information, the enterprise should design the action plan, implementation method and supervision measurement standard according to the data.
The fifth step is to continue benchmarking. When enterprises narrow the gap with the best cases, it takes time to use common measures to monitor the effectiveness of implementation. In addition, because the best performing companies will continue to develop, benchmarking of "finding and implementing the best methods" is also a process that will never end as long as it starts.
Question 8: What does the industry benchmark mean in internal control construction? Is it cost-effective to use Nippon paint or wallpaper for bedroom decoration? Because my home will be demolished soon, but I'm getting married this year, so I want to decorate it a little. ...
Question 9: Benchmarking Management Benchmarking Management Definition Benchmarking Management refers to a virtuous circle process in which enterprises compare, analyze and judge the first-class enterprises in or outside the industry, improve their own shortcomings by learning from the advanced experience of others, so as to catch up with benchmarking enterprises and constantly pursue outstanding performance.
Question 10: What is benchmarking? How to do what benchmarking management called "benchmarking" is to find the gap by benchmarking. The implementation of benchmarking management is to keep the eyes of enterprises firmly fixed on the best level of the industry, and make clear the best gap between themselves and the industry, thus indicating the overall work direction. Benchmarking is not only the best level in the industry, but also the best level of the enterprise itself as an internal benchmark. Compared with itself, it can enhance self-confidence and constantly surpass itself, thus pushing the enterprise to the best level in the industry more effectively.