精细化在于规范化——财务精细化管理之二

面对“十一五”发展规划，供电企业迎来了新的发展机遇，同时也面临着严峻的经营形势，发展资金存在较大的压力。当前形势下，精细化管理已经成为电力企业增收节支，提高效益的重要手段。精细化管理作为适应集约化和规模化生产方式出现的一种管理模式，强调目标细分、任务细分、流程细分，实施精确计划、精确决策、精确考核。     

赢在精细化

精细化管理应该重点关注哪四个关键问题？提升资金使用效率的十项精细化措施是什么？项目成本精细化的好坏主要看哪四个因素？如何通过精细化管理使设备物资管理受控？信息化如何支撑和加速推进精细管理？     

站在新的历史起点上

2006年如约而至，“十一五”蓬勃开局。回首已经过去的“十五”，悄然发现，我国煤炭工业又站在了一个新的历史起点上。     

提高供电所精细化管理水平

“十一五”时期是国家电网公司农电发展的重要历史时期。国家电网公司“三新”战略明确了“一个实现、六个提高”奋斗目标。一个实现,即:实现户户通电目标。到2010年,通过国家电网最大限度延伸,解决约120万无电户的供电问题。六个提高,即:安全生产水平明显提高、电网保障水平明显提高、管理水平明显提高、优质服务水平明显提高、队伍素质明显提高、科技水平明显提高。供电所是供电企业直接服务广大客户、服务地方经济发展的基层窗口。我们必须明确并牢牢把握供电所这个工作重心,不断增强工作紧迫感和责任感,加强工作规划,明确工作思路,强化…     

赢在服务——郎溪供电公司优质服务侧记

12月5日,最新数据显示。郎溪2011年度累计购网电量10．02亿千瓦时,首次突破十亿大关,在郎溪电力发展史上筑起又一座新的里程碑。回首“十一五”,当2009年该公司购网电量首次突破5亿千瓦时大关,全体员工欢欣激动的神情依然历历在目。而在2009年到2011年短短2年间,郎溪购网电量就完成了第二个5亿千瓦时的增长,在“十二五”开局之年迎来了开门红。     

为“十一五”开了好头

2006年是“十五”开局之年，中国纺织机械器材工业协会在2006年主要围绕“十一五”发展．在科技进步和市场整合两大层面做了大量工作．并取得了显著成效。[第一段]     

电改进行时——电改ING

随着《关于“十一五”深化电力体制改革的实施意见》（以下简称《意见》）出台，“十一五”期间的电改任务已经清晰地纳入人们的视野。尽管有人认为，以此为起点电力体制改革又重新上路，但是，我们仍然将其定位在“进行时态”。实际上，新一轮的电力体制改革从未停止过，“十一五”电改只不过是“十五”的延续。     

基层供电公司实施精细化管理的思考

积极学习和掌握运用“精细化管理”的新方法、新手段，对于基层供电公司彻底改变现有管理体制中的不利因素，全面提升综合管理水平具有积极的、现实的意义。[编者按]     

“十一五”走进新时代

告别2005年，我们送走了“十五”满载辉煌的五年，又迎来了挑战和机遇并存的“十一五”的开局之年．此时．我们有必要对“十五”中国轴承行业的状况做一简要盘点．对“十一五”做一预测和展望。     

中国工业化、城市化的进程与问题--"十五"时期的状况与"十一五"时期的建议

“十五”期间中国的工业化、城市化各自发展态势良好,工业化进程由“九五”期末的工业化中期的第一阶段进入到工业化中期的第二阶段．城市化相对于工业化取得了更快的发展。从未来发展看,中国工业化和城市化还存在诸如工业技术自主创新能力弱、资源环境约束强、就业和向非农转移的人口压力大、区域发展不平衡、城市化质量和数量不同步发展、城市化与工业化发展不协调、存在大量“待城市化”的乡镇企业员工和进城打工的农民工等更为深层次的问题需要解决,中国继续推进工业化和城市化的成本、难度都将加大。“十一五”期间,中国将面临提高自主创新能力、优化产业结构、转变经济增长方式、协调区域和城乡发展、积极面对国际产业转移、增加农民工收入、提高城市管理水平、促进第三产业发展等重大任务。     

实践"三个代表"重在联系实际

江泽民总书记在庆祝建党８０周年大会上的重要讲话，深刻地阐述了“三个代表”重要思想的科学内涵，通篇闪耀着马克思主义的光辉，它是新的历史条件下全面加强党建的总纲对于推动和促进企业的发展有着重大而深远的指导意义。因此，电力企业学习和贯彻“三个代表”的思想，关键要联系实际，重在实践。一、贯彻“三个代表”的重要思想，坚定不移地抓好安全生产，提高经营管理水平在“三个代表”中，首要的是做先进社会生产力发展要求的代表，这是我们党始终站在时代前列，保持先进性的根本要求。下花园发电厂在实践“三个代表”的重要思想中，…     

Decomposing Product Innovativeness and Its Effects on New Product Success

Does product innovativeness affect new product success? The current research proposes that the ambiguity in findings may be due to an overly holistic conceptualization of product innovativeness that has erroneously included the concepts of product advantage and customer familiarity. This article illustrates how the same measures have often been used to assess product advantage with product innovativeness and product innovativeness with customer familiarity. These paired overlaps in measurement use are clarified in this research, which decomposes dimensions of product innovativeness along conceptual lines into distinct product innovativeness, product advantage, and customer familiarity constructs. To further support this decomposition, structural equation modeling is used to empirically test the distinctions. The measurement model supports the conceptual separation, and the path model reveals contingent effects of product innovativeness. Although product innovativeness enhances product advantage, a high level of innovativeness reduces customer familiarity, indicating that product innovativeness can be detrimental to new product success if customers are not sufficiently familiar with the nature of the new product and if innovativeness fails to improve product advantage. This exercise in metric development also reveals that after controlling for product advantage and customer familiarity, product innovativeness has no direct effect on new product profitability. This finding has strong implications for firms that mistakenly pursue innovation for its own sake. Consideration of both distribution and technical synergy as driving antecedents demonstrates how firms can still enhance new product success even if an inappropriate level of innovativeness is present. This leads to a simple but powerful two‐step approach to bringing highly innovative products to market. First, firms should only emphasize product innovativeness when it relates to the market relevant concepts of product advantage and customer familiarity. Second, existing technical and distribution abilities can be used to enhance product quality and customer understanding. Distribution channels in particular should be exploited to counter customer uncertainty toward newly introduced products.     

Technology Vision for Radical Innovation and Its Impact on Early Success

For firms involved with the very early stages of emergent radical innovation, technical goals are often held in the mind(s) of only one or a few individuals. The way these individuals mentally imagine or visualize such goals, or “technology visions,” provides an important looking glass for understanding a firm's progression along the path of involvement from a technical discontinuity toward project‐level and organizational‐level involvement with a given technology. Utilizing a large sample of firms engaged in radical innovation in North America and the United Kingdom, this empirical study examines the impact of five dimensions of technology vision on early success: benefits goals, efficiency goals, magnetism, specificity, and infrastructure clarity. Technology vision is found to have a significant positive impact on technical competitive advantage, early success with customers, and ability to attract capital, as measures of early success.     

萨克米多样性战略的成功拓展

萨克米集团是陶瓷、塑料瓶盖、饮料和包装及食品加工工业方面世界领先的设计商、制造商和机械设备销售商,在全球共有70多家子公司,总部设在Sacmilmola,控股公司是H.P.S.S.P.A.。萨克米集团的机械设备出口至20多个国家,拥有3,100位员工。萨克米集团在2002年资产结算表中显示销售总额为8.29亿欧元,与2001年相比,增加了42%。萨克米集团在陶瓷和机械领域正在成为世界的先驱,并在塑料瓶盖和食品加工领域得到了不断发展。SACMIImola是机械设备的装配中心——这是一家在意大利Imola(Bologna)的公司,在陶瓷和塑料工业成套设备领域成为了世界的…     

成功离不开IC设计服务

IC设计服务业是一个拒绝胆小者的行业.当行业景气时,你要疲于应付大量的业务订单以至于会白日做梦般地希望克隆公司的高级工程师;但是当芯片业下滑导致行业不景气时,你又会首当其冲成为受害者.基于对IC设计服务市场巨大不稳定性的认识,你一定认为大多数公司都会退避三舍,尽量不涉足此项业务.然而,这次你却错了.     

Antecedents of Team Intuition and Its Impact on the Success of New Product Development Projects

Research on new product development (NPD) team decision making has identified a number of cognitive mechanisms (e.g., team intelligence, teamwork quality, and charged behavior) that appear to guide NPD teams toward effective decisions. Despite an extensive body of literature on these aspects of NPD team decisions, team intuition has yet to be investigated in the context of NPD teams. Intuition is regarded as a form of information processing that differs from cognitive processes, and is associated with gut feelings, hunches, and mystical insights. Past research on intuition suggests that many managers and teams embrace intuition as an effective approach in response to situations in a turbulent environment where decisions need to be made immediately. Past research also revealed various benefits of intuition in decision making. These are: to speed up decision‐making process, to improve decision outcomes such as higher product quality, and to solve less structured problems (e.g., new product planning). This research examines the impact of team‐related antecedents (e.g., team member experience) and decision‐specific antecedents (e.g., decision importance) on intuition in NPD teams. The moderating impact of environmental turbulence between antecedent variables and intuition, as well as between intuition and team performance, is investigated. To test hypotheses, data were collected from 155 NPD projects in Turkey. The results showed that past team member experience, transactive memory systems (TMS), team empowerment, decision importance, and decision motives are significantly related to team intuition. The results also revealed that team intuition is significantly related to product success and speed‐to‐market, with both high and low levels of market turbulence. The findings of this study present some interesting practical implications to managers in order to improve intuitive skills of NPD teams. First, managers should make sure that team members have the relevant expertise to facilitate effective intuition. Second, managers should encourage and enhance TMS for effective intuition. If team members are not able to gain timely and unhindered access to others who have the needed experience and knowledge, past team member experience becomes idle in order to make effective intuitive judgments. Third, managers concerned with achieving successfully developed products and helping teams to make immediate but accurate decisions during NPD process should assign more power to team members so that they can rely on their intuitive skills.