摘要
越来越多的企业已逐渐将精细化管理理念运用于自身的企业管理中，其先进的管
理文化与管理手段将颠覆供电公司以往老旧的管理理念。只要结合自身特点将其合理
的运用与借鉴，就能有效弥补如今供电公司班组管理的短板，改善班组建设的不良现
状。精细化管理的核心理念是从以人为本，将这种理念运用于班组建设，可以积极发
挥员工的主观能动性；精细化管理可以有效增强员工集体观念，有利于凝聚企业核心文
化，提高班组成员凝聚力；精细化管理注重标准化、体系化的建设，有利于树立员工全
局意识，提高企业整体效能；精细化管理也强调细节控制与过程管理，可以有效助推员
工熟悉与优化企业不断更新的智能化工具，提升企业智能化工具利用价值最大化

本文首先介绍了精细化管理实施的研究背景与方法、概念与特点。在此基础上，
通过分析供电公司班组建设如今存在的问题以及问题出现的原因，论述在供电公司班
组中实行精细化管理的重要意义与可行性；分析得出结论：在供电公司班组管理中全
面实施精细化管理十分必要，它有利于改变班组成员能动性不足、工作效率低下的局
面；有利于建立员工的全局意识、未来意识；有利于助推员工快速掌握、持续优化企
业不断引入的各种智能化装备

论文最后以苏州供电公司配电抢修班为例，通过介绍该班组在员工培训考核、班
组文化构建、班组标准化体系建设以及基于智能工具的精细抢修模式构建这四个方面
运用精细化管理理念的具体做法，为供电公司其他班组将精细化管理运用于班组建设
提供了有力依据。同时，对配电抢修班在上述四个方面运用精细化管理后的实施效果
进行了分析。论文最后，结合实例分析，进一步阐述了供电公司班组将精细化管理运
用于班组建设的重要实践意义与前景

关键词：精细化管理；供电公司；班组建设；实施方法
作 者：顾家如
指导老师：李晓峰II
Research on the Construction of Power Supply Team
under the Condition of Fine Management
Abstract
More and more enterprises have gradually refined management concept applied to
their own business management, and its advanced management culture and management
tools will subvert the power supply company in the past the old management philosophy.
As long as the combination of its own characteristics will be a reasonable use and
reference, can effectively make up for today&39;s power supply company team management of
the short board to improve the team construction of the poor status quo. The core concept
of meticulous management is from people-oriented, this idea will be applied to the team
building, can actively play the initiative of the staff; fine management can effectively
enhance the collective concept of employees, is conducive to pooling the core culture,
improve team members cohesion; Management and focus on the details of the control and
process management, can effectively boost the staff familiar with and optimize the
enterprise constantly updated intelligent tools to enhance the overall efficiency of the
enterprise, improve the overall efficiency of the enterprise; The use of enterprise
intelligence tools to maximize the value.
This paper first introduces the research background and methods, concepts and
characteristics of fine management implementation. On the basis of the analysis of the
problems existing in the construction of the power supply company team and the causes of
the problems, the paper discusses the significance and feasibility of implementing the fine
management in the power supply company team. The analysis concludes that in the
management of the power supply company The implementation of fine management is
necessary, it is conducive to change the team members lack of activity, low efficiency of
the situation; conducive to the establishment of the overall awareness of employees, the
future awareness; help to quickly promote the staff to continuously optimize the business
continue to introduce a variety of intelligence Equipment.
At the end of the paper, the power distribution company of Suzhou Power Supply
Company is taken as an example. Through the introduction of the team&39;s training andIII
assessment, the construction of the team culture, the construction of the team&39;s
standardization system and the fine repair mode based on intelligent tools. Practice, for the
other companies to supply the company will be fine management of the team used to
provide a strong basis for the construction. At the same time, the distribution of the class in
the above four aspects of the use of fine management after the implementation of the
results were analyzed. At the end of the paper, the paper analyzes the important practical
significance and prospect of applying the fine management to the team construction in the
power supply company team.
Key words: fine management; power supply company; team construction;
implementation method
Written by JiaRuGu
Supervised by XiaoFengLi目 录
第一章 绪 论........1
1.1 研究背景.........1
1.2 研究目的与意义.........2
1.3 研究的内容与方法.....2
1.3.1 研究的内容...........2
1.3.2 研究的方法...........3
第二章 理论基础及文献综述........4
2.1 精细化管理的概念.....4
2.2 精细化管理的理论支撑.........4
2.2.1 泰勒管理理论.......4
2.2.2 戴明的质量管理理论.......6
2.2.3 丰田的精益生产模式.......7
2.2.4 简要分析...8
2.3 国内外研究现状及简要评析.9
2.3.1 国外研究现状.......9
2.3.2 国内研究现状.....11
2.3.3 简要评析..13
第三章 供电公司班组建设精细化管理的内涵..14
3.1 供电公司班组建设存在的主要问题及其原因.......14
3.1.1 苏州供电公司班组建设基本情况.........14
3.1.2 供电公司班组建设存在的主要问题.....15
3.1.3 供电公司班组建设存在问题的主要原因.........15
3.2 精细化管理在供电公司班组建设中的意义与可行性.......17
3.2.1 供电公司班组建设引入精细化管理的意义.....17
3.2.2 供电公司班组建设引入精细化管理的可行性.18第四章 苏州供电公司配电抢修班班组精细化建设实施方案研究..... 21
4.1 以人为本的员工培训考核模式的建设........21
4.2 班组文化的构建与建设........24
4.3 班组标准化体系的建设........26
4.3.1 优化抢修工作流程，完善应急抢修体系..........27
4.3.2 滚动修编抢修执行标准，构建抢修服务双标体系......28
4.3.3 搭建三双四项管理架构，完善配网抢修体系建设......29
4.4 基于智能工具的精细抢修模式的建设........30
4.4.1 精细抢修模式的战略梳理.......
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