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中核(he)集團深入落實(shi)培育具有全球競爭(zheng)力的(de)世界一流企業戰略部署，按照國資委關于對標提升行動(dong)、管(guan)理標桿(gan)(gan)創建行動(dong)的(de)要求(qiu)，以高(gao)度(du)的(de)使命感抓工(gong)作出成效。“六大控制七(qi)個零”高(gao)質(zhi)量精細化(hua)工(gong)程項目(mu)管(guan)理模式在本次管(guan)理標桿(gan)(gan)創建行動(dong)中獲評標桿(gan)(gan)模式。

中核(he)(he)集(ji)團(tuan)立(li)足新(xin)(xin)(xin)發展(zhan)(zhan)階(jie)段、貫徹新(xin)(xin)(xin)發展(zhan)(zhan)理(li)(li)念、構建新(xin)(xin)(xin)發展(zhan)(zhan)格(ge)局(ju)(ju)，推(tui)進高(gao)(gao)(gao)質量發展(zhan)(zhan)，胸懷“兩個大(da)局(ju)(ju)”，心系“國(guo)(guo)之(zhi)大(da)者(zhe)”，深入(ru)推(tui)動對(dui)標(biao)提(ti)升(sheng)行(xing)(xing)動，堅持做好(hao)“三(san)高(gao)(gao)(gao)三(san)嚴(yan)三(san)落(luo)實(shi)(shi)”。一是高(gao)(gao)(gao)度(du)重(zhong)(zhong)(zhong)視，嚴(yan)抓(zhua)頂(ding)層設計，充分(fen)落(luo)實(shi)(shi)組(zu)織保障，成立(li)了由(you)黨組(zu)書(shu)記、董(dong)事長擔(dan)任組(zu)長的(de)領(ling)導小組(zu)，靠(kao)前指(zhi)揮(hui)，親自推(tui)動；二是高(gao)(gao)(gao)度(du)統籌，嚴(yan)抓(zhua)戰略(lve)引領(ling)，充分(fen)落(luo)實(shi)(shi)精細(xi)化管(guan)(guan)理(li)(li)，在“1+3+3+8”對(dui)標(biao)管(guan)(guan)理(li)(li)提(ti)升(sheng)整(zheng)體(ti)(ti)(ti)思路統籌下(xia)，本(ben)次標(biao)桿創建行(xing)(xing)動涌現(xian)出一批管(guan)(guan)理(li)(li)提(ti)升(sheng)的(de)樣板和(he)尖兵；三(san)是高(gao)(gao)(gao)度(du)協(xie)(xie)同，嚴(yan)抓(zhua)整(zheng)體(ti)(ti)(ti)提(ti)升(sheng)，充分(fen)落(luo)實(shi)(shi)示范引領(ling)作(zuo)用，實(shi)(shi)現(xian)了中核(he)(he)集(ji)團(tuan)總部部門、重(zhong)(zhong)(zhong)要子(zi)企業(ye)對(dui)標(biao)工作(zuo)全覆蓋，用好(hao)宣(xuan)傳(chuan)陣(zhen)地，營造(zao)良(liang)好(hao)氛圍。“六大(da)控制七(qi)個零”管(guan)(guan)理(li)(li)模式力(li)促(cu)重(zhong)(zhong)(zhong)大(da)工程建設節(jie)點(dian)實(shi)(shi)現(xian)；“三(san)高(gao)(gao)(gao)三(san)強”戰略(lve)規劃體(ti)(ti)(ti)系引領(ling)推(tui)動新(xin)(xin)(xin)時(shi)代核(he)(he)工業(ye)加快(kuai)發展(zhan)(zhan)取(qu)得顯著成效(xiao)；新(xin)(xin)(xin)時(shi)代先進核(he)(he)科(ke)技創新(xin)(xin)(xin)體(ti)(ti)(ti)系推(tui)動“小核(he)(he)心、大(da)協(xie)(xie)作(zuo)”協(xie)(xie)同創新(xin)(xin)(xin)格(ge)局(ju)(ju)加速(su)形成；中國(guo)(guo)核(he)(he)電搭建以(yi)(yi)核(he)(he)心能(neng)力(li)提(ti)升(sheng)為中心的(de)全面對(dui)標(biao)體(ti)(ti)(ti)系；中國(guo)(guo)原子(zi)能(neng)構建核(he)(he)燃(ran)料雙循環新(xin)(xin)(xin)發展(zhan)(zhan)格(ge)局(ju)(ju)。中核(he)(he)集(ji)團(tuan)以(yi)(yi)對(dui)標(biao)提(ti)升(sheng)助推(tui)企業(ye)高(gao)(gao)(gao)質量發展(zhan)(zhan)，連續16年獲國(guo)(guo)資委(wei)考核(he)(he)A級，再度(du)入(ru)選世(shi)界500強，排名較去年大(da)幅上升(sheng)122位。

在黨中(zhong)央堅強領導下，核工(gong)業迎(ying)來(lai)了(le)自“兩(liang)彈一艇”以(yi)來(lai)最為重要的(de)發展戰(zhan)略機遇期(qi)，一大(da)批國(guo)(guo)家重大(da)工(gong)程項目(mu)加速推進落地，對高質量完成工(gong)程項目(mu)管(guan)(guan)理任務提出更高要求。中(zhong)核集團把打造、踐(jian)行“六(liu)大(da)控制七個零”管(guan)(guan)理模式，作為確保國(guo)(guo)家重大(da)工(gong)程高質量建設的(de)重要手段，作為實現新(xin)時(shi)代“三(san)位一體”奮斗目(mu)標的(de)必然要求。

“六(liu)大(da)控(kong)制七個零”管理模式呈(cheng)現六(liu)大(da)特(te)(te)點：堅(jian)(jian)持(chi)黨(dang)的領導：讓政(zheng)治領導力打破(po)利益藩籬，讓文(wen)化(hua)凝聚力突(tu)破(po)單位邊界(jie)，讓基層組織力穿透合同壁壘；堅(jian)(jian)持(chi)系統觀念：把脈核(he)工業全產業鏈，搭(da)建(jian)(jian)三維立體架構(gou)、建(jian)(jian)設(she)四支隊伍、瞄(miao)準五個聚焦、融合六(liu)大(da)控(kong)制七個零；堅(jian)(jian)持(chi)對標(biao)一流(liu)(liu)：基于核(he)工業良(liang)(liang)好實踐(jian)(jian)，對標(biao)世界(jie)一流(liu)(liu)和國際通行(xing)項目(mu)管理知(zhi)識體系，建(jian)(jian)立起(qi)開(kai)放(fang)賦(fu)能機制；突(tu)出(chu)(chu)時代(dai)特(te)(te)征：強調(diao)經濟責任(ren)，更(geng)強調(diao)政(zheng)治屬性、政(zheng)治責任(ren)，為(wei)(wei)中(zhong)核(he)集團“三位一體”奮斗目(mu)標(biao)實現提供支撐；突(tu)出(chu)(chu)文(wen)化(hua)特(te)(te)質：以黨(dang)內政(zheng)治文(wen)化(hua)為(wei)(wei)引(yin)領，傳(chuan)承優良(liang)(liang)傳(chuan)統，踐(jian)(jian)行(xing)中(zhong)核(he)集團企(qi)業精(jing)神，凸顯中(zhong)央免费菠萝视频app下(xia)载特(te)(te)質；突(tu)出(chu)(chu)行(xing)業特(te)(te)色：面向未來，目(mu)標(biao)更(geng)為(wei)(wei)高(gao)遠，著(zhu)眼國家重大(da)需求，踐(jian)(jian)行(xing)“強核(he)報國、創新奉獻”的新時代(dai)核(he)工業精(jing)神。

“六(liu)大(da)(da)(da)控(kong)制(zhi)(zhi)(zhi)七個(ge)零”管理(li)(li)(li)(li)(li)模(mo)式內(nei)涵，一是(shi)“六(liu)大(da)(da)(da)控(kong)制(zhi)(zhi)(zhi)七個(ge)零”管理(li)(li)(li)(li)(li)理(li)(li)(li)(li)(li)念驅動(dong)。包含：進度控(kong)制(zhi)(zhi)(zhi)、投(tou)資控(kong)制(zhi)(zhi)(zhi)、質量控(kong)制(zhi)(zhi)(zhi)、安全(quan)控(kong)制(zhi)(zhi)(zhi)、環保(bao)(bao)控(kong)制(zhi)(zhi)(zhi)、保(bao)(bao)密(mi)控(kong)制(zhi)(zhi)(zhi)；進度零超(chao)(chao)期、投(tou)資零超(chao)(chao)概、質量零事件、安全(quan)零事故、環保(bao)(bao)零超(chao)(chao)標(biao)、保(bao)(bao)密(mi)零泄密(mi)、廉潔零問(wen)題(ti)(ti)。該理(li)(li)(li)(li)(li)念立(li)(li)(li)(li)足(zu)核工(gong)(gong)(gong)(gong)(gong)(gong)業(ye)實(shi)(shi)際，既(ji)考(kao)慮單個(ge)項目(mu)(mu)管理(li)(li)(li)(li)(li)要求，又從(cong)整體角(jiao)度進行(xing)(xing)項目(mu)(mu)群管理(li)(li)(li)(li)(li)設(she)(she)(she)計，是(shi)中(zhong)(zhong)核集團工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)管理(li)(li)(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)的(de)核心(xin)理(li)(li)(li)(li)(li)念。二(er)是(shi)構(gou)建(jian)(jian)(jian)“點線面體”三(san)(san)維立(li)(li)(li)(li)體管理(li)(li)(li)(li)(li)架構(gou)。建(jian)(jian)(jian)立(li)(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)管理(li)(li)(li)(li)(li)梯次制(zhi)(zhi)(zhi)度體系；通過數字(zi)化賦能策(ce)略，促進業(ye)務與信息深(shen)度融合，建(jian)(jian)(jian)立(li)(li)(li)(li)智慧工(gong)(gong)(gong)(gong)(gong)(gong)地標(biao)準化管理(li)(li)(li)(li)(li)體系；推行(xing)(xing)精細化管理(li)(li)(li)(li)(li)，提(ti)升工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)建(jian)(jian)(jian)設(she)(she)(she)過程(cheng)(cheng)精準管控(kong)能力(li)(li)，跨領域經驗借鑒(jian)，構(gou)建(jian)(jian)(jian)“1-2-6”診斷式督導機制(zhi)(zhi)(zhi)；建(jian)(jian)(jian)立(li)(li)(li)(li)目(mu)(mu)標(biao)考(kao)核正向激勵機制(zhi)(zhi)(zhi)，為(wei)工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)建(jian)(jian)(jian)設(she)(she)(she)注(zhu)入內(nei)生動(dong)力(li)(li)。三(san)(san)是(shi)建(jian)(jian)(jian)立(li)(li)(li)(li)人才隊(dui)伍保(bao)(bao)障機制(zhi)(zhi)(zhi)。構(gou)建(jian)(jian)(jian)“初、中(zhong)(zhong)、高(gao)、專”四(si)層次標(biao)準能力(li)(li)素質模(mo)型；與IPMA合作(zuo)(zuo)(zuo)，開展分(fen)級培(pei)訓、授權、認(ren)證；舉辦大(da)(da)(da)課堂(tang)、青年(nian)(nian)大(da)(da)(da)比武，全(quan)序列梯級培(pei)養人才。打造(zao)“工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)管理(li)(li)(li)(li)(li)領軍人才培(pei)養模(mo)式”納入國資委國企改革三(san)(san)年(nian)(nian)行(xing)(xing)動(dong)典型案例(li)。四(si)是(shi)建(jian)(jian)(jian)立(li)(li)(li)(li)“經驗反饋、知識迭(die)代、持(chi)續(xu)改進”開放賦能機制(zhi)(zhi)(zhi)。強化系統思維，強調重(zhong)(zhong)大(da)(da)(da)活(huo)動(dong)、重(zhong)(zhong)大(da)(da)(da)節點、重(zhong)(zhong)要事件、重(zhong)(zhong)要問(wen)題(ti)(ti)的(de)經驗反饋，推動(dong)專題(ti)(ti)交(jiao)流、專題(ti)(ti)對標(biao)、專題(ti)(ti)調研、專題(ti)(ti)研討(tao)成(cheng)為(wei)常態(tai)，小步快(kuai)跑、快(kuai)速迭(die)代，力(li)(li)求在變(bian)化中(zhong)(zhong)把(ba)握(wo)規律，從(cong)不確定性中(zhong)(zhong)發現確定性，運用PDCA，讓工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)項目(mu)(mu)管理(li)(li)(li)(li)(li)方法充滿(man)活(huo)力(li)(li)。五是(shi)充分(fen)發揮黨在重(zhong)(zhong)大(da)(da)(da)工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)建(jian)(jian)(jian)設(she)(she)(she)中(zhong)(zhong)的(de)領導作(zuo)(zuo)(zuo)用，創新建(jian)(jian)(jian)立(li)(li)(li)(li)黨建(jian)(jian)(jian)聯(lian)建(jian)(jian)(jian)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)體系。設(she)(she)(she)立(li)(li)(li)(li)黨建(jian)(jian)(jian)聯(lian)建(jian)(jian)(jian)聯(lian)合委員(yuan)會，將黨的(de)組織(zhi)(zhi)體系與工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)管理(li)(li)(li)(li)(li)組織(zhi)(zhi)體系深(shen)度融合，瞄準“五個(ge)聚焦”，實(shi)(shi)現工(gong)(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)建(jian)(jian)(jian)設(she)(she)(she)和黨的(de)建(jian)(jian)(jian)設(she)(she)(she)“雙(shuang)豐收(shou)”“雙(shuang)示范”。

作為(wei)中(zhong)央企業(ye)，中(zhong)核(he)集(ji)團(tuan)免费(fei)菠萝(luo)视(shi)频(pin)app下载建設(she)始終秉承堅(jian)持黨(dang)的(de)領(ling)導、加強(qiang)黨(dang)的(de)建設(she)這一(yi)(yi)國有(you)企業(ye)獨特優勢和優良傳統，堅(jian)持以黨(dang)內政治文化(hua)為(wei)引領(ling)。“兩彈一(yi)(yi)星”精神、“四(si)個一(yi)(yi)切”核(he)工業(ye)精神與“強(qiang)核(he)報國、創新(xin)奉獻”新(xin)時代核(he)工業(ye)精神，一(yi)(yi)脈相(xiang)承，組(zu)成(cheng)(cheng)中(zhong)核(he)集(ji)團(tuan)企業(ye)精神，是免费(fei)菠萝(luo)视(shi)频(pin)app下载的(de)內核(he)所在(zai)，均源于國家重(zhong)大工程建設(she)、重(zhong)大科技(ji)項(xiang)目攻關。“六大控制七(qi)個零(ling)”管理(li)模式發端于使(shi)命(ming)任務，以核(he)工業(ye)重(zhong)大工程項(xiang)目為(wei)土壤，成(cheng)(cheng)型于良好(hao)實踐、對標一(yi)(yi)流、持續(xu)改進，其(qi)管理(li)文化(hua)是中(zhong)核(he)集(ji)團(tuan)免费(fei)菠萝(luo)视(shi)频(pin)app下载的(de)重(zhong)要(yao)組(zu)成(cheng)(cheng)部(bu)分。

開(kai)放賦能、包容進(jin)階，是“六大控制(zhi)七個零”管(guan)(guan)理(li)文化(hua)建(jian)(jian)設(she)的基本思路。通(tong)過搭建(jian)(jian)起人才(cai)培(pei)養(yang)、經驗反饋與(yu)分享(xiang)平臺，促進(jin)知識積累、前沿前瞻、守正創(chuang)新，為打造高質量精細化(hua)工程(cheng)項目(mu)管(guan)(guan)理(li)新模式增添新動力(li)，久久為功、知行合一，循序(xu)漸進(jin)提升全系統工程(cheng)項目(mu)管(guan)(guan)理(li)認知水(shui)平，形成卓越管(guan)(guan)理(li)文化(hua)，上下協同、同頻共振，用共同的工程(cheng)價(jia)值理(li)念(nian)武(wu)裝頭腦(nao)、指導實(shi)踐，力(li)促重大工程(cheng)建(jian)(jian)設(she)節點實(shi)現。

在“六大(da)(da)控(kong)制七個零(ling)”模(mo)式(shi)管控(kong)下，系列重大(da)(da)工(gong)(gong)程項目取(qu)得重要(yao)進展，“華(hua)龍一號(hao)(hao)”全球(qiu)(qiu)首(shou)堆成(cheng)(cheng)為全球(qiu)(qiu)首(shou)個按期建(jian)(jian)成(cheng)(cheng)商(shang)運的(de)核電機(ji)組；新一代(dai)“人造太陽(yang)”核聚變裝置建(jian)(jian)成(cheng)(cheng)并(bing)首(shou)次放電；中(zhong)俄最大(da)(da)核能合作項目——田灣(wan)7/8號(hao)(hao)和徐大(da)(da)堡3/4號(hao)(hao)機(ji)組開工(gong)(gong)建(jian)(jian)設；全球(qiu)(qiu)首(shou)個陸上商(shang)用模(mo)塊化小堆玲龍一號(hao)(hao)開工(gong)(gong)建(jian)(jian)設。“六大(da)(da)控(kong)制七個零(ling)”管理(li)模(mo)式(shi)入(ru)選國資委“十大(da)(da)標(biao)桿模(mo)式(shi)”，推廣抓實、優化升級(ji)行動已經開啟(qi)。《工(gong)(gong)程管理(li)雙月(yue)觀察》和《系統工(gong)(gong)程及項目管理(li)創新與實踐》兩本配套(tao)刊(kan)物同期落地(di)。

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