关于市东供电公司行风建设工作的调查与研究

关于市东供电公司行风建设工作的调查与研究

文档编号:XZ568 文档字数:10602

摘要

本文结合市东供电公司供电服务行风建设的现状与发展，致力于建设长效管理机制，对目前存在的影响要素进行深入分析，酝酿对策，不断追求机制完善，明确行风建设组织定位、管理范围与实施原则，有效提升行风建设内在本质与企业发展，切实体现供电企业行风建设长效机制的实践价值及其指导意义。

关键词：供电服务，行风建设，长效管理

Abstract

Based on the current situation of industrial morality construction and its trend of the power service at East City Power Supply Bureau, this essay is trying to work out ways to build the long-term continuous improvement management system. The essay deeply analyzes the essential factors present that influence the situation, and then provides countermeasures to pursue the perfection of management system and inform about the organization position, the range of management and implementation principles. The measures will effectively promote the essence of industrial morality construction and company development, and those will show both practical value and guiding value of the long-term continuous improvement management system for industrial morality construction as well.

Key words： power supply service, industrial morality construction, long-term continuous improvement management

1、引言--------------------------------------------------4

2、供电服务行风建设发展历程与现状------------------------5

2.1 行风建设的概念------------------------------------------------5

2.2 上海市供电行业行风建设发展历程--------------------------------5

2.3 市东供电公司行风建设发展现状-----------------------------6

3、供电服务行风建设长效机制影响要素分析-- ---------------7

3.1 行风建设的组织性----------------------------------------------7

3.2 行风建设的严肃性----------------------------------------------7

3.3 行风建设的系统性----------------------------------------------8

3.4 行风建设的长期性----------------------------------------------8

3.5 行风建设的整合性---------------------------------------9

4、供电服务行风建设长效机制的完善与推进-----------------10

4.1 围绕“五个方面”深化行风建设内涵-----------------------------10

4.2 围绕企业核心价值观提升供电优质服务---------------------------13

5、展望与结论-------------------------------------------15

5.1 围绕“四个体系”展望行风建设长效管理-------------------------15

5.2 实现客户价值，培育供电服务文化---------------------------17

参考文献------------------------------------------------20

致谢-------------------------------------------------------------21

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