以模擬法人制“換擋超車(che)”助力高質(zhi)量發展

——冀中能源邢礦(kuang)集團工程公司(si)深(shen)入推進模擬法人制紀(ji)實

改革創(chuang)(chuang)新、實(shi)干(gan)興(xing)企(qi)(qi)，冀中能源邢礦集(ji)團針對建筑施(shi)工(gong)行業(ye)市場競(jing)爭(zheng)激烈(lie)、業(ye)務增長(chang)放(fang)緩(huan)、盈(ying)利(li)水平降低的(de)嚴峻形勢(shi)，在工(gong)程(cheng)公司大(da)力(li)推(tui)行“項目模擬(ni)法人制”，將(jiang)市場化機制引(yin)入(ru)項目管(guan)(guan)理(li)全過程(cheng)，將(jiang)本不是(shi)法人的(de)項目部，以“模擬(ni)法人”進行管(guan)(guan)理(li)、考(kao)核，有效激發(fa)了(le)企(qi)(qi)業(ye)新的(de)生(sheng)機和活力(li)，以此(ci)獲得發(fa)展(zhan)新動(dong)能，2019年完成營業(ye)收入(ru)8.83億元，與(yu)上(shang)年同期(qi)相比增長(chang)10.6%；完成利(li)潤509萬元，與(yu)上(shang)年同期(qi)比增長(chang)40.61%；全年在建項目面(mian)積約230萬平方(fang)米，比上(shang)年同期(qi)增加64.2%，考(kao)核指標完成情況創(chuang)(chuang)歷史新高，真正(zheng)實(shi)現了(le)“換(huan)擋超(chao)車”全面(mian)助推(tui)了(le)企(qi)(qi)業(ye)的(de)高質量(liang)發(fa)展(zhan)。

 “換擋”放(fang)權賦(fu)能——在(zai)百(bai)舸(ge)爭流中(zhong)擊(ji)水三千

工(gong)程(cheng)公(gong)司是(shi)(shi)邢礦集團所(suo)屬骨干單位(wei)，是(shi)(shi)傳統綜合性建(jian)(jian)筑企業(ye)(ye)，其所(suo)屬建(jian)(jian)筑行(xing)業(ye)(ye)市場(chang)競爭激烈，前幾年(nian)在(zai)傳統經營(ying)管理(li)(li)模(mo)式(shi)下，企業(ye)(ye)難以(yi)(yi)(yi)適(shi)應生(sheng)產、經營(ying)各環節的(de)快速聯動(dong)和(he)劇烈市場(chang)變(bian)化，合作項(xiang)(xiang)(xiang)目(mu)普遍微利(li)。于是(shi)(shi)工(gong)程(cheng)公(gong)司在(zai)2019年(nian)3月(yue)，一改傳統經營(ying)模(mo)式(shi)，“換擋”先進管理(li)(li)模(mo)式(shi)，在(zai)原來試(shi)(shi)點(dian)的(de)基礎上出(chu)臺了《項(xiang)(xiang)(xiang)目(mu)“模(mo)擬(ni)法(fa)人(ren)(ren)制”承包管理(li)(li)辦法(fa)（試(shi)(shi)行(xing)）》，開始(shi)探索試(shi)(shi)行(xing)企業(ye)(ye)內部(bu)項(xiang)(xiang)(xiang)目(mu)“模(mo)擬(ni)法(fa)人(ren)(ren)制”管理(li)(li)模(mo)式(shi)。“項(xiang)(xiang)(xiang)目(mu)模(mo)擬(ni)法(fa)人(ren)(ren)”作為(wei)一種經營(ying)管理(li)(li)模(mo)式(shi)，在(zai)項(xiang)(xiang)(xiang)目(mu)建(jian)(jian)設(she)管理(li)(li)過(guo)程(cheng)中(zhong)，以(yi)(yi)(yi)向項(xiang)(xiang)(xiang)目(mu)部(bu)和(he)全(quan)員“賦權配(pei)責(ze)”為(wei)出(chu)發點(dian)，在(zai)選人(ren)(ren)用人(ren)(ren)、團隊(dui)建(jian)(jian)設(she)、考核獎懲、薪酬分配(pei)等方面給予項(xiang)(xiang)(xiang)目(mu)部(bu)更大自(zi)主權。以(yi)(yi)(yi)利(li)潤(run)為(wei)中(zhong)心，以(yi)(yi)(yi)成(cheng)(cheng)本為(wei)主線(xian)，以(yi)(yi)(yi)考核為(wei)手(shou)段，項(xiang)(xiang)(xiang)目(mu)部(bu)自(zi)主經營(ying)、自(zi)負盈虧，相對于傳統經濟體(ti)制，項(xiang)(xiang)(xiang)目(mu)部(bu)責(ze)任變(bian)大，壓力傳遞動(dong)能增大，對項(xiang)(xiang)(xiang)目(mu)進行(xing)精細化管理(li)(li)，使(shi)項(xiang)(xiang)(xiang)目(mu)員工(gong)真正成(cheng)(cheng)為(wei)工(gong)程(cheng)的(de)“經理(li)(li)人(ren)(ren)”。

項(xiang)(xiang)目(mu)運(yun)營前期(qi)，由(you)項(xiang)(xiang)目(mu)部(bu)(bu)(bu)經(jing)理與公(gong)(gong)司內部(bu)(bu)(bu)職(zhi)(zhi)工(gong)(gong)(gong)雙(shuang)向選擇，組成(cheng)承(cheng)包(bao)集體(ti)，按(an)照(zhao)目(mu)標(biao)責(ze)任書規定繳納經(jing)營風險責(ze)任金，工(gong)(gong)(gong)程(cheng)竣工(gong)(gong)(gong)決(jue)算(suan)后，節余效(xiao)益(yi)由(you)項(xiang)(xiang)目(mu)承(cheng)包(bao)集體(ti)和(he)(he)公(gong)(gong)司按(an)照(zhao)約定比例進行分(fen)配，實現(xian)了(le)一項(xiang)(xiang)目(mu)一承(cheng)包(bao)一考(kao)核(he)一兌現(xian)，形成(cheng)風險共擔、利(li)益(yi)共享的模式。工(gong)(gong)(gong)程(cheng)公(gong)(gong)司按(an)照(zhao)“劃小(xiao)考(kao)核(he)單位”和(he)(he)“可控可操作”的原(yuan)則，對(dui)工(gong)(gong)(gong)程(cheng)形象進度協調考(kao)核(he)。經(jing)過(guo)考(kao)核(he)合(he)格的項(xiang)(xiang)目(mu)，公(gong)(gong)司與承(cheng)包(bao)集體(ti)（項(xiang)(xiang)目(mu)部(bu)(bu)(bu)）合(he)理利(li)潤分(fen)成(cheng)。自模擬(ni)法人(ren)制(zhi)實施以(yi)來，工(gong)(gong)(gong)程(cheng)公(gong)(gong)司項(xiang)(xiang)目(mu)管控水平、盈利(li)水平、職(zhi)(zhi)工(gong)(gong)(gong)收入都有了(le)初步提(ti)高，2019年，項(xiang)(xiang)目(mu)呈現(xian)盈利(li)的良好(hao)態勢，職(zhi)(zhi)工(gong)(gong)(gong)人(ren)均工(gong)(gong)(gong)資相比上(shang)年同期(qi)增長17.87%，職(zhi)(zhi)工(gong)(gong)(gong)收益(yi)明顯提(ti)高，創(chuang)歷史最(zui)好(hao)成(cheng)績。

“提速”成本管控——從涓涓細流中集腋成裘

百川匯流、聚(ju)沙(sha)成(cheng)(cheng)塔，工(gong)程(cheng)公(gong)司在實行模擬(ni)法(fa)人(ren)制以后，通過建立(li)完(wan)善(shan)成(cheng)(cheng)本(ben)管(guan)理(li)體(ti)(ti)系，全(quan)員(yuan)以精(jing)益(yi)化(hua)管(guan)理(li)為切入點，深挖(wa)責任(ren)成(cheng)(cheng)本(ben)管(guan)控(kong)漏(lou)洞，將(jiang)(jiang)成(cheng)(cheng)本(ben)管(guan)控(kong)嚴格落實到(dao)施工(gong)生產每(mei)個環節。項(xiang)目效(xiao)益(yi)與職工(gong)利益(yi)直接掛鉤，項(xiang)目部(bu)職工(gong)主動(dong)化(hua)身“成(cheng)(cheng)本(ben)管(guan)家(jia)”，從(cong)項(xiang)目經理(li)到(dao)普通員(yuan)工(gong)都在計算成(cheng)(cheng)本(ben)，大批(pi)年(nian)輕專業技術人(ren)員(yuan)的管(guan)理(li)能力得到(dao)了增強。其中，工(gong)程(cheng)公(gong)司第(di)六項(xiang)目部(bu)承(cheng)攬(lan)金牛陽光苑項(xiang)目東區(qu)AB組團，按照(zhao)《目標責任(ren)書》約定，考核后盈利的60%歸項(xiang)目部(bu)分配，承(cheng)包集體(ti)(ti)認真分析經營指(zhi)標和(he)工(gong)程(cheng)特點，將(jiang)(jiang)多余的人(ren)員(yuan)申請公(gong)司向外調配，項(xiang)目部(bu)從(cong)年(nian)初的59人(ren)，減少(shao)到(dao)現在的36人(ren)，消除(chu)了人(ren)浮于事的弊端。

成本(ben)管(guan)控細(xi)化(hua)責任后，金(jin)牛(niu)陽光苑E組團創新使用(yong)(yong)新型快拆鋁合金(jin)模(mo)板及液壓整體爬升模(mo)板施工(gong)技(ji)術，據初步統計，通過使用(yong)(yong)該項技(ji)術施工(gong)進(jin)度(du)可(ke)提(ti)前(qian)20%，材料(liao)損(sun)耗(hao)率降低(di)至1%，材料(liao)周轉率提(ti)高(gao)20%，降低(di)模(mo)板造價20%；項目在鋼筋、混凝土(tu)、水電消耗(hao)等(deng)方面都實(shi)現(xian)了(le)不同程度(du)的節(jie)約，建設(she)用(yong)(yong)的材料(liao)超耗(hao)明顯下降，混凝土(tu)超耗(hao)比原勞務隊降低(di)5%，僅此(ci)一(yi)項就節(jie)約成本(ben)約10萬元；材料(liao)收發實(shi)行以舊(jiu)換新制度(du)，做到責任到人，誰領誰換，誰丟誰賠……細(xi)化(hua)到個人的成本(ben)管(guan)理制度(du)，實(shi)現(xian)了(le)崗位成本(ben)管(guan)理精細(xi)化(hua)。

“成本(ben)管控細化落實后，職工遇到物(wu)資設備浪費現象馬上(shang)止損(sun)(sun)修正。如果不(bu)節約成本(ben)，最終(zhong)損(sun)(sun)失(shi)的還(huan)是自身利益(yi)。”峰(feng)峰(feng)市民中心項目成本(ben)小組成員楊杰深有感觸地說道。

“超車”管理提升——在崇山峻嶺中昂霄聳壑

管理提(ti)升的(de)帶(dai)動(dong)效應、疊加效應逐步釋(shi)放，推動(dong)企(qi)業發(fa)展(zhan)的(de)速度更(geng)快(kuai)(kuai)、質量更(geng)高(gao)、效益更(geng)好。通過(guo)模(mo)擬法人制，改變了(le)過(guo)去人浮(fu)于(yu)事，效率(lv)低的(de)狀態，合理配(pei)置崗位上的(de)人、財、物，經營有了(le)起色，成本減了(le)下來，機構得(de)到了(le)簡化，人才得(de)到了(le)正(zheng)面的(de)激(ji)勵，企(qi)業也活躍(yue)起來投入到市場(chang)中積極參與競(jing)爭，并(bing)成功占到了(le)一席之地，行業地位得(de)到進一步鞏固。同(tong)時，層(ceng)層(ceng)激(ji)發(fa)企(qi)業創效活力，使工程公司經營水平保持平穩較快(kuai)(kuai)發(fa)展(zhan)，收入規模(mo)不斷(duan)快(kuai)(kuai)速增長。

在(zai)(zai)項(xiang)(xiang)目(mu)(mu)(mu)模擬(ni)(ni)法(fa)(fa)(fa)人制(zhi)(zhi)的激勵(li)(li)下(xia)(xia)，廣(guang)大干部職工(gong)(gong)(gong)(gong)(gong)(gong)廣(guang)泛收集市場信息、市場資(zi)(zi)源，提高了中(zhong)(zhong)標率，鼓勵(li)(li)員工(gong)(gong)(gong)(gong)(gong)(gong)自(zi)主承攬工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)，工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)公(gong)司(si)(si)給(gei)(gei)予資(zi)(zi)金和資(zi)(zi)源的支持(chi)，同時給(gei)(gei)予政(zheng)策的優惠。花香自(zi)有蝶飛來(lai)，在(zai)(zai)項(xiang)(xiang)目(mu)(mu)(mu)模擬(ni)(ni)法(fa)(fa)(fa)人制(zhi)(zhi)的激勵(li)(li)下(xia)(xia)，市場部頻頻傳來(lai)喜(xi)訊。2019年4月份，工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)公(gong)司(si)(si)中(zhong)(zhong)標張家口雪川食品河(he)北(bei)有限公(gong)司(si)(si)冷庫（一期(qi)）項(xiang)(xiang)目(mu)(mu)(mu)，增加(jia)了公(gong)司(si)(si)工(gong)(gong)(gong)(gong)(gong)(gong)業建筑冷庫業績，目(mu)(mu)(mu)前，雪川項(xiang)(xiang)目(mu)(mu)(mu)也(ye)簽訂了目(mu)(mu)(mu)標責任書，嚴(yan)格遵(zun)照(zhao)項(xiang)(xiang)目(mu)(mu)(mu)模擬(ni)(ni)法(fa)(fa)(fa)人制(zhi)(zhi)考核辦(ban)法(fa)(fa)(fa)進行各項(xiang)(xiang)管理。2019年7月10日，工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)公(gong)司(si)(si)喜(xi)獲南院公(gong)寓房抗震(zhen)加(jia)固及節能改(gai)造工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)中(zhong)(zhong)標通(tong)知書，成為公(gong)司(si)(si)有史以(yi)來(lai)承接的最大改(gai)造工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)，也(ye)是首次(ci)承接部隊工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)，2019年9月23號，工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)公(gong)司(si)(si)中(zhong)(zhong)標華北(bei)制(zhi)(zhi)藥(yao)內蒙(meng)古生物發酵基(ji)地(di)項(xiang)(xiang)目(mu)(mu)(mu)。截至2019年10月份，“模擬(ni)(ni)法(fa)(fa)(fa)人制(zhi)(zhi)考核”完(wan)成計劃產值的105.24%，自(zi)營項(xiang)(xiang)目(mu)(mu)(mu)占比(bi)(bi)42.72%，合作(zuo)項(xiang)(xiang)目(mu)(mu)(mu)占比(bi)(bi)56.81%。

（康笑芃）