山东能源三河口矿业：精益管理激活“效益源”

Core Viewpoint - The company is focusing on achieving its annual targets by implementing eight key cost-reduction and efficiency-enhancement measures, emphasizing lean management and internal potential exploration to drive innovation and progress during challenging times [1][3]. Group 1: Cost Reduction and Efficiency Enhancement - The company aims to instill the philosophy that everyone is a manager and every position contributes to efficiency, emphasizing the importance of calculating costs and benefits to maximize potential and achieve profit goals [3]. - Internal market management is strengthened, with strict control over outsourced services and a focus on internal project contracting, resulting in savings of 1.72 million yuan from reduced outsourcing repair costs [3]. - A total of 172 self-improvement projects have been initiated, focusing on optimizing work processes and designs, which enhances employee responsibility for efficiency [3]. Group 2: Performance Management and Lean Practices - The company has implemented a "1+3" performance assessment model, enhancing monthly performance evaluations and establishing a comprehensive management system focused on eliminating waste and optimizing resource use [4]. - Regular inventory checks and strict management of material plans and procurement processes have been established, leading to a recovery of 1.05 million yuan from waste material recycling [4]. - The company has activated employee motivation by clearly pricing repair and refurbishment tasks, achieving a direct profit of 35,000 yuan from efficient project completion in June [4].