Shandong Jinzhou Mining Group smart operation control system
Establish an enterprise-level indicator system with "horizontal coverage, vertical depth, and comprehensive perspective". Clarify the responsibility entities of the Integrated Planning Department, Operation Management Department, Finance Department, Material Equipment Department, production workshops, sections, and teams. Organize product output and economic-technical indicators related to safety, production, and cost at all levels, and implement the production economic responsibility system and management assessment system layer by layer. The indicator system construction opens up a two-way channel for grassroots data collection and indicator execution. It meets the basic indicator statistical reporting requirements through data integration while enabling all levels of management and decision-makers to dynamically monitor key enterprise operation indicators. This fulfills the operational command needs for monitoring, early warning, traceability analysis, and problem-solving, thereby systematically improving the "holistic" lean operation management level and ensuring the achievement of corporate strategic objectives.
Identify the Integrated Planning Department, Operation Management Department, Finance Department, Material Equipment Department, production workshops, sections, and teams as responsibility entities. Organize product output and economic-technical indicators related to safety, production, and cost at all levels, and implement the production economic responsibility system and management assessment system layer by layer. The indicator system construction opens up a two-way channel for grassroots data collection and indicator execution. It meets the basic indicator statistical reporting requirements through data integration while enabling all levels of management and decision-makers to dynamically monitor key enterprise operation indicators. This fulfills the operational command needs for monitoring, early warning, traceability analysis, and problem-solving, thereby systematically improving the "holistic" lean operation management level and ensuring the achievement of corporate strategic objectives.
