关于电力修试企业业务流程优化的研究
|
摘要
电力修试企业的工作与运行中的电气设备关系密切,科学、合理、实用以及定期和不定期的电气设备修试活动对于提高电力系统运行的可靠性、安全性和经济性意义重大,并在一定程度上能够提高电力企业及相关电力用户的运行管理水平和经济效益。本文运用生产业务流程优化、价值链分析等相关理论和方法对电力修试企业的业务流程进行分析,探讨了在未来市场竞争日趋激烈的环境条件下,以提升电力修试企业市场竞争力为目的的业务流程优化问题,并结合具体电力修试企业在未来市场竞争环境下的出路和发展方向等要求,以修试业务流程优化为主要内容进行了研究,提出了相应的建设性意见。
The business of electrical contractors has close relationship to the operating electrical equipments. It is meaningful for power system operating to be enhanced the reliability, safety and economics. The activity of repair and test to electrical equipment must be made regularly and irregularly, practically and rationally. To some extent, this job can improve power enterprise’s management and increase the economic effects of electrical clients. So, the electrical contractors are important to the development of power industry. In the article, the business process of electrical contractors was analyzed on the theory of the production process optimization and value chain model. Further more, how the business process optimization of electrical contractors was discussed in order to enhance the competitiveness under increasingly fierce market competition. Accordingly, some suggestions were put forward on the business process optimization of electrical contractors on the requirements of the development strategy to the electrical contractors on the background of the market competition.
The business of electrical contractors has close relationship to the operating electrical equipments. It is meaningful for power system operating to be enhanced the reliability, safety and economics. The activity of repair and test to electrical equipment must be made regularly and irregularly, practically and rationally. To some extent, this job can improve power enterprise’s management and increase the economic effects of electrical clients. So, the electrical contractors are important to the development of power industry. In the article, the business process of electrical contractors was analyzed on the theory of the production process optimization and value chain model. Further more, how the business process optimization of electrical contractors was discussed in order to enhance the competitiveness under increasingly fierce market competition. Accordingly, some suggestions were put forward on the business process optimization of electrical contractors on the requirements of the development strategy to the electrical contractors on the background of the market competition.
引文
[1]张贵元等.实用节电技术与方法[M].北京:中国电力出版社,1997:23-101
[2]中国人民共和国建设部.中华人民共和国工程建设标准强制性条文[M].北京:中国电力出版社,2006:1-23
[3]翟启明.电力建设工程质量监督检查工程师培训讲义[M].山西:山西省电力建设工程质量检查中心站,2007:1-21
[4]马立诚著.大突破新中国私营经济风云录[M].北京:中国工商联合出版社出版,2004:23-53
[5]黄耀章.电力多经企业的战略抉择[J].西北电力技术,2005,(3):12-14
[6]黄晋,吴斌.电气设备修试档案管理[J].农电管理,1999,(6):23-24
[7]朱成章.建立电力需求侧管理的长效机制[J].大众用电,2005,(7):3-4
[8]叶容泗.对深化体制改革若干问题的思考—党的十五大报告学习体会[J].中国电力企业管理,1998,(1):20-23
[9]汪恕诚.电力从“卖方市场”转向“买方市场”后的思考[J].中国电力企业管理,1998,(2):7-9
[10]于尔铿,谢开,韩放,杨以涵.电力市场概述[J].电网技术,1995,(3):32-35
[11]何继红.电力多经企业创新的探讨[J].广西电业,2002,(2):11-12
[12]侯键.电力体制改革后多经企业怎么办[J].华北电业,2003,(8):15-17
[13]狄宇.电力多经企业产权改革与机制创新[J].西北电力技术,2004,(3)12-14
[14]孔平生.谈多经企业资金运营应注意的问题[J].华北电业,2000,(3):10-12
[15]黄洪.现代电力多经企业公司治理浅论[J].广西电业,2005,(4):32-34
[16]张建新.电力企业主辅分离,辅业改制疑难问题剖析及对策[J].太原供电信息,2006,(11):1-12
[17]陈忠卫.战略与结构[M].长春:东北财经大学出版社,2007:23-62
[18]艾凤义,王明哲.企业流程优化方法[J].商场现代化,2007,(8):23-25
[19]康新昌.绩效管理成效分析及流程优化[J].商场现代化,2007,(6)10-14
[20]王文松.现代咨询方法与实务[M].北京:中国计划出版社,2003:21-62
[21]白德美,魏丽萍等.2000版质量管理体系国家标准理解与实施[M].北京:中国标准出版社,2001:23-127
[22]Jay Heizer,Barry Render. MBA生产与作业管理教程[M].北京::华夏出版社,1999:23-62
[23]刘刚洋.现代竞争战略[M].北京:中国人民大学出版社,2006:35-90
[24]Larry P Leach Critical chain project management improves project performance[J].Advanced Projects Institute,1997,(6):10-15
[25]Willy Herroelen.On the merits and pitfalls of critical chain scheduling[J].Journal of OperationsManagement,2001,(19):559-577
[26] Goldratt.The Goal. and revised. GreatBarrington[J].The North River Press, 1992,(12):12-16
[27]Goldratt.Great Barrington [J].The North River Press,1997,(10):13-16
[28]S E Elmaghraby leus Note on the paper Resource constrained project Management[J], North River Press,1998,(12):17-19
[29]Elmaghraby. Project Planning and Control by NetworkModels[J].New York: AWiley Intscience Publi2 cation,2000,(8):12-14
[30] Whitehouse.Systems analysis and design using network techniques[J].New Jersey Prentice Hall, Inc,2003,(12):39-45
[31] Statuss B.Regaining Service Customers[J].Journal of Service Research, 1999,(10):23-25
[32] H James. The Breakthrough Strategy for Total Quality,Productivity and Competitivenenss[J].New York McGrawHill,1991,(2):10-12
[33] Geary A.Rummler and Alan Brache.Improving Performance:how to Manage the White Space on the Organization Chart[J].Jossey Bass,1990,(1)10-13
[34] Niccolo Machiavelli.The Prince translated with an introduction by George Bull[J].Harmaondswoth Penguin Bools,1981,(2)10-15
[2]中国人民共和国建设部.中华人民共和国工程建设标准强制性条文[M].北京:中国电力出版社,2006:1-23
[3]翟启明.电力建设工程质量监督检查工程师培训讲义[M].山西:山西省电力建设工程质量检查中心站,2007:1-21
[4]马立诚著.大突破新中国私营经济风云录[M].北京:中国工商联合出版社出版,2004:23-53
[5]黄耀章.电力多经企业的战略抉择[J].西北电力技术,2005,(3):12-14
[6]黄晋,吴斌.电气设备修试档案管理[J].农电管理,1999,(6):23-24
[7]朱成章.建立电力需求侧管理的长效机制[J].大众用电,2005,(7):3-4
[8]叶容泗.对深化体制改革若干问题的思考—党的十五大报告学习体会[J].中国电力企业管理,1998,(1):20-23
[9]汪恕诚.电力从“卖方市场”转向“买方市场”后的思考[J].中国电力企业管理,1998,(2):7-9
[10]于尔铿,谢开,韩放,杨以涵.电力市场概述[J].电网技术,1995,(3):32-35
[11]何继红.电力多经企业创新的探讨[J].广西电业,2002,(2):11-12
[12]侯键.电力体制改革后多经企业怎么办[J].华北电业,2003,(8):15-17
[13]狄宇.电力多经企业产权改革与机制创新[J].西北电力技术,2004,(3)12-14
[14]孔平生.谈多经企业资金运营应注意的问题[J].华北电业,2000,(3):10-12
[15]黄洪.现代电力多经企业公司治理浅论[J].广西电业,2005,(4):32-34
[16]张建新.电力企业主辅分离,辅业改制疑难问题剖析及对策[J].太原供电信息,2006,(11):1-12
[17]陈忠卫.战略与结构[M].长春:东北财经大学出版社,2007:23-62
[18]艾凤义,王明哲.企业流程优化方法[J].商场现代化,2007,(8):23-25
[19]康新昌.绩效管理成效分析及流程优化[J].商场现代化,2007,(6)10-14
[20]王文松.现代咨询方法与实务[M].北京:中国计划出版社,2003:21-62
[21]白德美,魏丽萍等.2000版质量管理体系国家标准理解与实施[M].北京:中国标准出版社,2001:23-127
[22]Jay Heizer,Barry Render. MBA生产与作业管理教程[M].北京::华夏出版社,1999:23-62
[23]刘刚洋.现代竞争战略[M].北京:中国人民大学出版社,2006:35-90
[24]Larry P Leach Critical chain project management improves project performance[J].Advanced Projects Institute,1997,(6):10-15
[25]Willy Herroelen.On the merits and pitfalls of critical chain scheduling[J].Journal of OperationsManagement,2001,(19):559-577
[26] Goldratt.The Goal. and revised. GreatBarrington[J].The North River Press, 1992,(12):12-16
[27]Goldratt.Great Barrington [J].The North River Press,1997,(10):13-16
[28]S E Elmaghraby leus Note on the paper Resource constrained project Management[J], North River Press,1998,(12):17-19
[29]Elmaghraby. Project Planning and Control by NetworkModels[J].New York: AWiley Intscience Publi2 cation,2000,(8):12-14
[30] Whitehouse.Systems analysis and design using network techniques[J].New Jersey Prentice Hall, Inc,2003,(12):39-45
[31] Statuss B.Regaining Service Customers[J].Journal of Service Research, 1999,(10):23-25
[32] H James. The Breakthrough Strategy for Total Quality,Productivity and Competitivenenss[J].New York McGrawHill,1991,(2):10-12
[33] Geary A.Rummler and Alan Brache.Improving Performance:how to Manage the White Space on the Organization Chart[J].Jossey Bass,1990,(1)10-13
[34] Niccolo Machiavelli.The Prince translated with an introduction by George Bull[J].Harmaondswoth Penguin Bools,1981,(2)10-15