国有企业退出的障碍及对策分析

国有企业的战略性退出已成为当前我国国有经济布局调整中的关键环节。然而，国有经济的退出并不是一帆风顺的。国有经济的退出障碍包括体制内和体制外两方面的因素。为加快我国国有经济的战略性调整，政府要采取适当的政策以弱化国有企业的退出障碍，努力化解国有企业在 退出过程中遇到的各种问题和矛盾。     

上市：中国企业抓住发展机遇必不可少的手段

国有经济从竞争性行业战略性退出，主要集中于影响“国计民生”的行业已是国家对国有经济改革既定的方向，因此，国有企业的改革就是国有经济进行战略性重组的过程，从其所涉及的行业范围来看，也即为这些竞争性行业全面地民营化的过程。     

推进国有企业的战略性改组

国有企业有过辉煌的过去，但目前的确又处于困境之中，国有经济分布的领域过宽，已经大大超过了国有企业自身职累能力和国家财力所能承受的极限，国有经济在一般竞争性行业中的优势正在逐渐消失。或已经完全消失了。因此，国有企业进行战略性调整的任务已经迫在眉睫了，国有经济要获得比较好的经济效益，就必须通过国有企业战略性的改组来实现。为此，国有经济要尽可能地从国民经济的非重要行业和非关键领域退出，集中所有的财力、物力和人力于重要行业和关键领域。     

国企退出一般竞争性领域的障碍

1、认识上的障碍 国有企业从一般竞争性领域退出,必然会导致国有企业在数量上的减少,国有经济在国民经济中的比重也可能随之下降.因此,有人担心这种变化会影响我国的社会主义性质,改变公有制的主体地位,削弱国有经济的主导作用.     

国有经济退出界限两种不同观点的比较分析

党的十五届四中全会通过的《中共中央关于国有企业改革和发展若干重大问题的决定》指出:要从战略上调整国有经济布局,对国有企业实施战略性改组,坚持有进有退,有所为有所不为.这是第一次在党的重要文件中肯定了国有经济可以“有退”.但在国有经济退出的界限问题上,理论界存在着不同理解,归结起来有两种观点:一种观点认为,国有经济应从竞争性行业中全部退出来(以下简称“全部退出论”);另一种观点则认为,国     

论我国国有企业战略性退出的体制性障碍与对策

目前,缺乏完善的国有资产管理体制、各级政府间利益冲突、政府退出进程缓慢、来自旧体制下企业“内部人”控制是国有企业退出过程中面临的四大体制性障碍。只有完善国有资产管理体制,理顺各级政府间财权与事权的划分,逐步转变财政职能,加快政府退出的步伐,建立产业援助投资基金和实施再就业援助政策,才是拆除国有企业退出壁垒、实现我国国有企业战略性退出的重要政策手段。     

论我国国有企业战略性退出的体制性障碍与对策

目前，缺乏完善的国有资产管理体制，各级政府间利益冲突、政府退出进程缓慢、来自旧体制下企业“内部人”控制是国有企业退出过程中面临的四大体制性障碍。只有完善国有资产管理体制，理顺各级政府间财权与事权的划分，逐步转变财政职能，加快政府退出的步伐，建立产业援助投资基金和实施再就业援助政策，才是拆除国有企业退出壁垒，实现我国国有企业战略性退出的重要政策手段。     

中小国企管理层投资收购(MIBO)的运作研究

管理层投资收购(ManagementInvestmentBuyout,简称MIBO)作为中小型国有企业产权改革的一种新提法,其在国有经济布局战略性调整中“有序退出”“、抓大放小”的背景下,有着一定的发展空间和开拓余地。     

国有企业退出竞争领域的方式选择

党的十五届四中全会"决议"中提出了国有企业战略性退出,几年来,国有企业退出取得了一定的成果,但由于障碍太大,还没有达到预期的效果.     

一般竞争领域中小型国有企业退出国有经济的机制和模式初探

<正>党的十七大以来,国有经济布局和结构调整思路日渐清晰,国有经济从一般竞争性行业中退出的呼声日高,步伐也进一步加快。因此,探索一般竞争领域国有企业特别是那些中小型国有企业如何有序顺利地从国有经济中退出,具有重要的现实意义。本文结合作者的工作实践和体会,就一般竞争领域中小型国有企业退出国有经济的机制和模式问题做了初步探索,以期对相关企业推进改制工作有所裨益。     

Development of Value Stream Mapping from L’Oreal’s Artwork Process

ABSTRACT

This research develops value stream mapping (VSM) for L’Oreal’s artwork process, to eliminate waste, reduce lead-time, and identify stages that should be automated, which makes the process less prone to human error and more responsive to fulfilling B2B (B2B) customer requirements. Additionally, amendments frequently occur slowing down the artwork process. In this context, VSM is applied to L’Oreal’s artwork process to reduce lead-time, human error, and missed deadlines.

This practitioner note uses data from L’Oreal’s artwork tracker from 2018 to 2019, which is manually tracked by the launch team. The service level agreement and task time data has been collected from 12 employees representing the launch, factory, and marketing teams working on the artwork process. Qualitative feedback was also obtained from nine employees to validate the VSM for L’Oreal’s artwork process.

VSM identified stages that should be streamlined and automated in L’Oreal’s artwork process, which makes the process more efficient and responsive to the changing scope of the artworks. Fifty percent of the stages have been eliminated from the manual artwork process, resulting in a reduced lead-time of 10.5 days and a reduction of 28% time spent on the process. This allows the artwork process to be more agile to the requirements of B2B customers. Moreover, the proposed VSM shows a 73% increase in value added time for a renovation and a 75% increase in value added time for new product developments (NPD).

VSM has been used within many functions in a business, such as operations and supply chain management, however, its application within marketing has not been extensively explored. This practitioner note attempts to fill this gap by applying VSM to L’Oreal’s artwork process (AP). Moreover, this research extends the understanding of the concept and application of VSM within the context of lean in a marketing process. VSM has successfully identified the inefficiencies in the artwork process and highlighted the stages in the process that should be removed or automated thereby, making the process responsive and agile to meet the changing requirements of B2B customers.

VSM has been successfully applied to L’Oreal’s artwork process that resulted in a significant reduction in the total number of stages in the proposed process by eliminating non-value added activities. Efficiency gained through the application of VSM will lead to increased B2B customer satisfaction, reduced lead-time, and reduction in human errors and missed deadlines.

VSM has been specifically designed, developed, and analyzed for L’Oreal’s artwork process, in order to make the process more efficient and responsive to B2B customers' requirements.     

The Impact of Business Process Complexity on Business Process Standardization

Today??s organizations are struggling with increasing business process complexity and face serious problems when standardizing business processes. A?possible strategy seems to be to enhance standardization efforts in order to ensure standardization success. In this paper, we analyze the triangle relationship between standardization effort, business process complexity, and business process standardization. We test the hypotheses that higher business process complexity is related to higher standardization effort and lower business process standardization as well as that higher standardization effort is related to higher business process standardization. We report on the development and testing of a conceptual model that allows to understand the impact of business process complexity on business process standardization and standardization effort. Findings from a survey among 255 business process management experts are used to evaluate our hypotheses. Our results suggest that business process complexity has to be considered as an important driver of standardization effort and constrains business process standardization. Moreover, we show that higher standardization effort cannot compensate for higher business process complexity to ensure business process standardization.     

多元统计分析方法在钛白粉生产水解工序能力评价中的应用研究

硫酸法钛白粉生产中水解工序具有三个基本质量特性且相互有一定相关性,因而对水解工序不能直接进行一元工序能力指数有效评价。本文首次采用多元统计分析的方法解决了在钛白粉生产的水解工序实例中进行多元工序能力指数综合评价的问题,不仅为出入境检验检疫机构日常监管出口钛白粉分类管理企业的关键过程,提出了一种客观科学的评价方法,而且为企业加强水解工序的工艺指导和自我质量控制提供了依据。     

基于流程的企业战略模型

基于流程的企业战略模型由顾客流程、业务流程、后台流程三部分组成。顾客是企业生存的基础,企业的运作要依托顾客流程而展开;业务流程通过为顾客流程提供相应服务,保障顾客流程的顺利完成:后台流程支持顾客流程和业务流程的顺利进行和持续升级,其核心是知识管理。     

能力为本理念下专业课程教学过程探索——以“物流学”为例

教学过程中传授给学生的不应该仅仅是具体的知识,更应该重视在这个过程中对其具体能力的培养,而我国当前很多本科生的课程教学却背道而驰。物流学作为物流管理专业的核心课程之一,在教学过程中应该树立以能力培养为教学理念,注重教学过程,强化教学效果,并从教师业务水平、课程教学内容、教学方法等方面围绕学生能力培养的理念多管齐下,进行教学过程的探索。     

Supply Chain Integration and the SCOR Model

The Supply Chain Operations Reference (SCOR) model has been widely adopted in many companies. Anecdotal evidence and trade journals have reported significant improvements after firms have adopted the SCOR model. Although practitioners have been enthusiastic about implementing and using the SCOR model in their operations, the SCOR model has not been empirically validated. The purpose of this study is to empirically validate the SCOR model (i.e., test the structure of the SCOR model). Data from 125 North American manufacturing firms were collected. The results show that the relationships among the supply chain processes in the SCOR model are generally supported. The Plan process has significant positive influence on the Source, Make, and Deliver processes. The Source process has significant positive influence on the Make process and the Make process has significant positive influence on the Deliver process. The Source process mediates the impact of the Plan process on the Make process and the Make process mediates the impact of the Plan process on the Deliver process. The findings provide managers with empirical evidence that the SCOR model is in fact valid.     

The Corporate Identity Management Process Revisited

This paper has two objectives. It attempts firstly to define a number of related concepts in the corporate identity management process and secondly, to update one of the earlier models of this process. Recent developments in the corporate identity management theory are discussed and models of this process are reviewed. An up-to-date model of the corporate identity management process is proposed.     

一种非正态分布数据过程能力的计算方法

过程能力是六西格玛管理中流程分析的重要指标,在流程分析过程中会出现各种类型数据,而六西格玛管理现有分析工具箱只提供了正态分布数据的过程能力计算方法,对非正态分布数据没有提供相应的分析工具。这对某些行业,特别是服务业,引进六西格玛管理带来了困难。采用一种针对非正态分布数据(包括离散型的和连续型的)的过程能力指数的计算方法,可以补充六西格玛管理现有工具箱,为服务业应用六西格管理提供了支持。     

Option pricing under fast‐varying long‐memory stochastic volatility

Recent empirical studies suggest that the volatility of an underlying price process may have correlations that decay slowly under certain market conditions. In this paper, the volatility is modeled as a stationary process with long‐range correlation properties in order to capture such a situation, and we consider European option pricing. This means that the volatility process is neither a Markov process nor a martingale. However, by exploiting the fact that the price process is still a semimartingale and accordingly using the martingale method, we can obtain an analytical expression for the option price in the regime where the volatility process is fast mean reverting. The volatility process is modeled as a smooth and bounded function of a fractional Ornstein–Uhlenbeck process. We give the expression for the implied volatility, which has a fractional term structure.     

Process-Driven Data Quality Management Through Integration of Data Quality into Existing Process Models

The importance of high data quality and the need to consider data quality in the context of business processes are well acknowledged. Process modeling is mandatory for process-driven data quality management, which seeks to improve and sustain data quality by redesigning processes that create or modify data. A variety of process modeling languages exist, which organizations heterogeneously apply. The purpose of this article is to present a context-independent approach to integrate data quality into the variety of existing process models. The authors aim to improve communication of data quality issues across stakeholders while considering process model complexity. They build on a keyword-based literature review in 74 IS journals and three conferences, reviewing 1,555 articles from 1995 onwards. 26 articles, including 46 process models, were examined in detail. The literature review reveals the need for a context-independent and visible integration of data quality into process models. First, the authors present the enhancement of existing process models with data quality characteristics. Second, they present the integration of a data-quality-centric process model with existing process models. Since process models are mainly used for communicating processes, they consider the impact of integrating data quality and the application of patterns for complexity reduction on the models’ complexity metrics. There is need for further research on complexity metrics to improve the applicability of complexity reduction patterns. Lacking knowledge about interdependency between metrics and missing complexity metrics impede assessment and prediction of process model complexity and thus understandability. Finally, our context-independent approach can be used complementarily for data quality integration with specific process modeling languages.