為全面反映上(shang)半(ban)年(nian)(nian)計劃(hua)執(zhi)(zhi)行(xing)(xing)情況(kuang)，總(zong)(zong)結各(ge)單(dan)位的(de)經(jing)營業績，認真分析(xi)運(yun)營過程中存在(zai)(zai)的(de)不足，并(bing)針對(dui)不足之處提出(chu)改善(shan)措施(shi)。同(tong)時根據上(shang)半(ban)年(nian)(nian)的(de)市場環(huan)境和運(yun)營情況(kuang)，檢督年(nian)(nian)度(du)項(xiang)目(mu)(mu)(mu)與(yu)(yu)計劃(hua)，對(dui)執(zhi)(zhi)行(xing)(xing)較好的(de)項(xiang)目(mu)(mu)(mu)再接再厲，更上(shang)一層樓(lou)；對(dui)已經(jing)開展但完成情況(kuang)不達標(biao)的(de)項(xiang)目(mu)(mu)(mu)要加(jia)(jia)大執(zhi)(zhi)行(xing)(xing)力度(du)，爭取在(zai)(zai)下半(ban)年(nian)(nian)的(de)工(gong)作中奮起直追，迎頭趕上(shang)；對(dui)年(nian)(nian)初已經(jing)立項(xiang)，但確(que)(que)(que)實沒(mei)法執(zhi)(zhi)行(xing)(xing)或時機不成熟需要延后(hou)執(zhi)(zhi)行(xing)(xing)的(de)項(xiang)目(mu)(mu)(mu)要如(ru)實提出(chu)來，由(you)班子(zi)討論后(hou)決定(ding)下一步(bu)調控(kong)和部署。從(cong)而形成下半(ban)年(nian)(nian)的(de)工(gong)作目(mu)(mu)(mu)標(biao)與(yu)(yu)項(xiang)目(mu)(mu)(mu)執(zhi)(zhi)行(xing)(xing)計劃(hua)，確(que)(que)(que)保目(mu)(mu)(mu)標(biao)清晰，運(yun)營有序，效益可預(yu)期。7月(yue)16日，集團在(zai)(zai)總(zong)(zong)部行(xing)(xing)政大樓(lou)二樓(lou)會(hui)議(yi)室召開《2012年(nian)(nian)度(du)目(mu)(mu)(mu)標(biao)與(yu)(yu)項(xiang)目(mu)(mu)(mu)》上(shang)半(ban)年(nian)(nian)計劃(hua)執(zhi)(zhi)行(xing)(xing)情況(kuang)和確(que)(que)(que)定(ding)下半(ban)年(nian)(nian)目(mu)(mu)(mu)標(biao)與(yu)(yu)項(xiang)目(mu)(mu)(mu)執(zhi)(zhi)行(xing)(xing)計劃(hua)會(hui)議(yi)。集團董事長黃銑銘(ming)、總(zong)(zong)裁(cai)譚朝(chao)(chao)均、董事楊志勇(yong)、副總(zong)(zong)裁(cai)張志堅(jian)、總(zong)(zong)部各(ge)單(dan)位負責人出(chu)席了會(hui)議(yi)，子(zi)公司(si)管理班子(zi)同(tong)步(bu)視頻參(can)加(jia)(jia)，會(hui)議(yi)由(you)總(zong)(zong)裁(cai)譚朝(chao)(chao)均主(zhu)持。
首先，集(ji)(ji)(ji)(ji)團(tuan)總(zong)(zong)(zong)裁譚朝均作(zuo)(zuo)全(quan)(quan)(quan)集(ji)(ji)(ji)(ji)團(tuan)的(de)(de)《2012年(nian)(nian)度(du)(du)(du)目(mu)(mu)(mu)標與(yu)項(xiang)目(mu)(mu)(mu)》上(shang)半(ban)(ban)年(nian)(nian)完(wan)(wan)(wan)成情(qing)況和下(xia)半(ban)(ban)年(nian)(nian)目(mu)(mu)(mu)標與(yu)項(xiang)目(mu)(mu)(mu)部(bu)署報(bao)告(gao)，報(bao)告(gao)指(zhi)出各(ge)(ge)單位(wei)(wei)通(tong)過不懈努力，上(shang)半(ban)(ban)年(nian)(nian)各(ge)(ge)方(fang)(fang)(fang)面(mian)比去年(nian)(nian)均有不同(tong)(tong)程(cheng)(cheng)度(du)(du)(du)的(de)(de)增(zeng)(zeng)(zeng)長(chang)(chang)：其中(zhong)一、經營方(fang)(fang)(fang)面(mian)總(zong)(zong)(zong)產(chan)量同(tong)(tong)比增(zeng)(zeng)(zeng)長(chang)(chang)3.9%，銷量同(tong)(tong)比增(zeng)(zeng)(zeng)長(chang)(chang)2.3%，營業(ye)(ye)(ye)收(shou)入(ru)同(tong)(tong)比增(zeng)(zeng)(zeng)長(chang)(chang)7.5%，利潤增(zeng)(zeng)(zeng)長(chang)(chang)了(le)28%等(deng)(deng)；二、管(guan)理方(fang)(fang)(fang)面(mian)上(shang)半(ban)(ban)年(nian)(nian)準確分(fen)析原材料行(xing)情(qing)，提(ti)(ti)前低(di)位(wei)(wei)鎖定采購(gou)價格，大(da)(da)幅降低(di)采購(gou)成本(ben)(ben)將近500萬(wan)(wan)元；完(wan)(wan)(wan)成全(quan)(quan)(quan)員(yuan)(yuan)(yuan)調薪超(chao)(chao)5%，有效改善職(zhi)工(gong)(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)(gong)資福利待遇，提(ti)(ti)高(gao)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)生活(huo)水平，提(ti)(ti)高(gao)了(le)凝聚(ju)力；強抓安全(quan)(quan)(quan)生產(chan)，整體事故(gu)同(tong)(tong)比下(xia)降83%，大(da)(da)宗事故(gu)為零；強抓 “降本(ben)(ben)”專項(xiang)共節約費用成本(ben)(ben)超(chao)(chao)500萬(wan)(wan)元；加(jia)(jia)大(da)(da)引進(jin)高(gao)級管(guan)理人(ren)才(cai)和關鍵技術崗位(wei)(wei)專才(cai)，招(zhao)聘經理級人(ren)才(cai)2人(ren)，總(zong)(zong)(zong)監級人(ren)才(cai)3人(ren)，研發(fa)(fa)、品控(kong)管(guan)理類人(ren)才(cai)10人(ren)，增(zeng)(zeng)(zeng)強集(ji)(ji)(ji)(ji)團(tuan)管(guan)理、研發(fa)(fa)、品控(kong)力量；加(jia)(jia)大(da)(da)對(dui)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)(de)成長(chang)(chang)培訓，開(kai)展(zhan)大(da)(da)小(xiao)培訓超(chao)(chao)20次，提(ti)(ti)高(gao)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)整體素質(zhi)等(deng)(deng)。三、發(fa)(fa)展(zhan)方(fang)(fang)(fang)面(mian)分(fen)別(bie)完(wan)(wan)(wan)成總(zong)(zong)(zong)部(bu)擴(kuo)容(rong)，江蘇廠(chang)(chang)增(zeng)(zeng)(zeng)線(xian)擴(kuo)廠(chang)(chang)，康力公(gong)司(si)增(zeng)(zeng)(zeng)加(jia)(jia)進(jin)口(kou)生產(chan)線(xian)等(deng)(deng)立(li)項(xiang)，工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)開(kai)展(zhan)得(de)如(ru)火如(ru)荼，江蘇公(gong)司(si)目(mu)(mu)(mu)前國(guo)內(nei)先進(jin)90米餅干生產(chan)線(xian)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)的(de)(de)其中(zhong)一條已經發(fa)(fa)貨安裝(zhuang)，長(chang)(chang)爐架構已經基本(ben)(ben)制造(zao)完(wan)(wan)(wan)成；總(zong)(zong)(zong)部(bu)擴(kuo)建廠(chang)(chang)房(fang)已經完(wan)(wan)(wan)成前期工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，在(zai)報(bao)建；康力進(jin)口(kou)生產(chan)線(xian)已運到(dao)廠(chang)(chang)，準備安裝(zhuang)。工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)一旦落成，將一舉(ju)改變集(ji)(ji)(ji)(ji)團(tuan)長(chang)(chang)期以來產(chan)能(neng)不足導致供(gong)貨不及時(shi)的(de)(de)被(bei)動局(ju)面(mian)，實(shi)(shi)現(xian)(xian)集(ji)(ji)(ji)(ji)團(tuan)與(yu)經銷商雙贏；對(dui)全(quan)(quan)(quan)集(ji)(ji)(ji)(ji)團(tuan)包括子公(gong)司(si)的(de)(de)質(zhi)量、工(gong)(gong)(gong)(gong)(gong)藝(yi)、配方(fang)(fang)(fang)等(deng)(deng)進(jin)行(xing)全(quan)(quan)(quan)面(mian)梳理和完(wan)(wan)(wan)善，全(quan)(quan)(quan)面(mian)提(ti)(ti)升(sheng)集(ji)(ji)(ji)(ji)團(tuan)質(zhi)量水平；推行(xing)“精益化(hua)”、“三化(hua)”作(zuo)(zuo)業(ye)(ye)(ye)標準作(zuo)(zuo)業(ye)(ye)(ye)流程(cheng)(cheng)，加(jia)(jia)快自動化(hua)設備的(de)(de)投入(ru)和技改項(xiang)目(mu)(mu)(mu)的(de)(de)建設進(jin)度(du)(du)(du)，逐(zhu)步實(shi)(shi)現(xian)(xian)生產(chan)自動化(hua)程(cheng)(cheng)度(du)(du)(du)，降低(di)工(gong)(gong)(gong)(gong)(gong)人(ren)勞(lao)動強度(du)(du)(du)，提(ti)(ti)高(gao)生產(chan)效率；引入(ru)咨詢管(guan)理公(gong)司(si)優化(hua)薪酬績效體系，實(shi)(shi)現(xian)(xian)全(quan)(quan)(quan)體員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)與(yu)集(ji)(ji)(ji)(ji)團(tuan)發(fa)(fa)展(zhan)成果同(tong)(tong)享，提(ti)(ti)高(gao)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)幸福感；分(fen)別(bie)獲(huo)得(de)《2012年(nian)(nian)度(du)(du)(du)焙烤食品十強企業(ye)(ye)(ye)》，《廣東省現(xian)(xian)代產(chan)業(ye)(ye)(ye)500強項(xiang)目(mu)(mu)(mu)》，《信(xin)息化(hua)與(yu)工(gong)(gong)(gong)(gong)(gong)業(ye)(ye)(ye)化(hua)融合(he)項(xiang)目(mu)(mu)(mu)入(ru)選(xuan)省4*100企業(ye)(ye)(ye)名單》、《連續十九年(nian)(nian)廣東省守合(he)同(tong)(tong)重信(xin)用企業(ye)(ye)(ye)》等(deng)(deng)十多個榮譽；上(shang)半(ban)(ban)年(nian)(nian)集(ji)(ji)(ji)(ji)團(tuan)回饋(kui)社會，各(ge)(ge)類愛(ai)心、助(zhu)學、慈善、扶貧捐(juan)贈總(zong)(zong)(zong)值超(chao)(chao)100萬(wan)(wan)元等(deng)(deng)。會上(shang)，總(zong)(zong)(zong)裁同(tong)(tong)時(shi)也指(zhi)出上(shang)半(ban)(ban)年(nian)(nian)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)的(de)(de)不足，如(ru)年(nian)(nian)初邢臺廠(chang)(chang)的(de)(de)質(zhi)量問題；集(ji)(ji)(ji)(ji)團(tuan)產(chan)銷不協調問題；工(gong)(gong)(gong)(gong)(gong)人(ren)流失率問題；新品開(kai)發(fa)(fa)滯后(hou)問題等(deng)(deng)等(deng)(deng)。結合(he)成績與(yu)不足，譚朝均總(zong)(zong)(zong)裁對(dui)下(xia)半(ban)(ban)年(nian)(nian)的(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)進(jin)行(xing)了(le)部(bu)署，特別(bie)提(ti)(ti)出包括新線(xian)增(zeng)(zeng)(zeng)容(rong)廠(chang)(chang)房(fang)擴(kuo)建，質(zhi)量本(ben)(ben)管(guan)理、子公(gong)司(si)提(ti)(ti)升(sheng)等(deng)(deng)二十條主(zhu)干作(zuo)(zuo)業(ye)(ye)(ye)，要求下(xia)半(ban)(ban)年(nian)(nian)“必(bi)干必(bi)完(wan)(wan)(wan)”，保證(zheng)年(nian)(nian)底向董事會提(ti)(ti)交一份滿(man)意的(de)(de)答卷。
集團(tuan)總裁(cai)譚朝均作2012年(nian)度上半年(nian)總結和下(xia)半年(nian)計(ji)劃發言報(bao)告
接(jie)著，集團各單位、子公司(si)領導分別作《2012年(nian)度目(mu)標與(yu)項目(mu)》上半(ban)(ban)年(nian)總結和(he)下半(ban)(ban)年(nian)計劃(hua)發(fa)言報(bao)告，就“經營、管理(li)、發(fa)展(zhan)、預算(suan)”等分別總結上半(ban)(ban)年(nian)完成(cheng)情況(kuang)，以(yi)及存(cun)在問題分析及改善(shan)，并(bing)提出了下半(ban)(ban)年(nian)的工作計劃(hua)。
會上由集團董事長黃銑銘作(zuo)重要(yao)指(zhi)(zhi)示(shi)。董事長指(zhi)(zhi)出(chu)(chu)(chu)，對(dui)上半(ban)年(nian)(nian)國際、周邊、國內經(jing)(jing)濟環(huan)境比較艱難的(de)(de)(de)情況(kuang)下，集團仍(reng)然取得同(tong)比增長的(de)(de)(de)成(cheng)(cheng)(cheng)績表示(shi)祝賀，對(dui)經(jing)(jing)營班子和全體(ti)員工的(de)(de)(de)辛勤付出(chu)(chu)(chu)表示(shi)肯(ken)定(ding)，勉勵大家(jia)繼往(wang)開(kai)來，再接再厲，為完成(cheng)(cheng)(cheng)第(di)二個三年(nian)(nian)目標(biao)再創(chuang)(chuang)佳績。但同(tong)時(shi)指(zhi)(zhi)出(chu)(chu)(chu)上半(ban)年(nian)(nian)整體(ti)的(de)(de)(de)經(jing)(jing)營狀況(kuang)離年(nian)(nian)初預算目標(biao)還有很大的(de)(de)(de)差距(ju)，我們(men)要(yao)清晰(xi)定(ding)位(wei)，并就下半(ban)年(nian)(nian)經(jing)(jing)營提出(chu)(chu)(chu)了指(zhi)(zhi)導(dao)性的(de)(de)(de)調(diao)整方略，提出(chu)(chu)(chu)以“穩(wen)產強銷(xiao)達經(jing)(jing)營、強本(ben)管理促強基、新品成(cheng)(cheng)(cheng)活創(chuang)(chuang)新機(ji)”為下半(ban)年(nian)(nian)新的(de)(de)(de)方策(ce)目標(biao)，“強本(ben)、強產”（下稱兩強）為下半(ban)年(nian)(nian)乃至2013年(nian)(nian)的(de)(de)(de)工作(zuo)主(zhu)線，號令(ling)全集團全力(li)以赴(fu)做好“兩強”工作(zuo)和現場“五(wu)好”管理要(yao)求(qiu)，以提高集團可持(chi)續發展力(li)和競爭力(li)。并指(zhi)(zhi)出(chu)(chu)(chu)今(jin)年(nian)(nian)能否(fou)出(chu)(chu)(chu)成(cheng)(cheng)(cheng)效第(di)三季度(du)是關鍵，希望各(ge)界管理人(ren)員和全體(ti)員工堅定(ding)信心、真抓實干，扎實推(tui)進各(ge)項(xiang)工作(zuo)，打造合格(ge)達標(biao)的(de)(de)(de)成(cheng)(cheng)(cheng)果。
集團董事長黃銑(xian)銘作重(zhong)要指示
會(hui)(hui)議(yi)后一項(xiang)(xiang)議(yi)程(cheng)，由總(zong)裁譚朝(chao)均(jun)結合董(dong)事(shi)會(hui)(hui)提出的“兩強(qiang)(qiang)(qiang)” 工(gong)(gong)作(zuo)動(dong)員令，對下半年的“兩強(qiang)(qiang)(qiang)”工(gong)(gong)作(zuo)進行了詳盡的部署，要求(qiu)(qiu)全集(ji)團(tuan)認真學習董(dong)事(shi)會(hui)(hui)的創(chuang)強(qiang)(qiang)(qiang)指示，深刻領(ling)悟創(chuang)強(qiang)(qiang)(qiang)的工(gong)(gong)作(zuo)必(bi)要性(xing)，以“五好(hao)”要求(qiu)(qiu)為(wei)現場工(gong)(gong)作(zuo)的指導方(fang)(fang)針，全面貫(guan)徹(che)董(dong)事(shi)會(hui)(hui)創(chuang)強(qiang)(qiang)(qiang)精神，全力以赴把(ba)各(ge)項(xiang)(xiang)工(gong)(gong)作(zuo)完成(cheng)好(hao)。集(ji)團(tuan)總(zong)部成(cheng)立強(qiang)(qiang)(qiang)本強(qiang)(qiang)(qiang)產工(gong)(gong)作(zuo)專責(ze)小組，由集(ji)團(tuan)總(zong)裁親自任總(zong)指揮和(he)總(zong)負(fu)(fu)責(ze)，總(zong)裁助理梁(liang)啟和(he)副總(zong)裁張志(zhi)堅分別任生產線(xian)前、后段(duan)改(gai)善負(fu)(fu)責(ze)人(ren)，各(ge)單位、各(ge)車間相關人(ren)員擔任分項(xiang)(xiang)目(mu)責(ze)任人(ren)，總(zong)裁辦(ban)主任吳(wu)敬勤(qin)為(wei)總(zong)督導和(he)秘書(shu)處負(fu)(fu)責(ze)人(ren)，對各(ge)改(gai)善項(xiang)(xiang)目(mu)評估、立項(xiang)(xiang)、執(zhi)行、檢驗(yan)，以達有效“質、量、本” 強(qiang)(qiang)(qiang)本強(qiang)(qiang)(qiang)產為(wei)目(mu)標。并發動(dong)全體員工(gong)(gong)共同(tong)參(can)與，群(qun)策(ce)群(qun)力，推(tui)動(dong)集(ji)團(tuan)創(chuang)強(qiang)(qiang)(qiang)方(fang)(fang)針，同(tong)時制定“強(qiang)(qiang)(qiang)本強(qiang)(qiang)(qiang)產”項(xiang)(xiang)目(mu)獎罰(fa)方(fang)(fang)案，對創(chuang)造效益等方(fang)(fang)面作(zuo)出貢獻的，均(jun)給予(yu)相應的獎勵，以體現集(ji)團(tuan)與員工(gong)(gong)“共享”成(cheng)果的宗旨，為(wei)實(shi)現集(ji)團(tuan)可持(chi)續發展和(he)新50年開拓華章添磚加瓦(wa)。
全(quan)體會(hui)議成(cheng)員均表決心：在以(yi)總(zong)裁(cai)為首(shou)的領導(dao)下，凝智聚力，真(zhen)抓實干，“強(qiang)(qiang)本(ben)強(qiang)(qiang)產”部署作業必定行(xing)之有效、貫(guan)徹、達(da)持續(xu)運行(xing)效果，為推進強(qiang)(qiang)本(ben)強(qiang)(qiang)產工作邁上新臺階(jie)做出新貢獻(xian)。
