1、.68%2.1.3其它投资万元2580.272.1.3.1其它投资占比13.27%2.1.4固定资产投资占比80.44%2.2流动资金万元3803.502.2.1流动资金占比19.56%3收入万元37504.004总成本万元28177.375利润总额万元9326.636净利润万元6994.977所得税万元1.668增值税万元1286.439税金及附加万元368.1310纳税总额万元3986.2211利税总额万元10981.1912投资利润率47.95%13投资利税率56.46%14投资回报率35.96%15回收期年4.2816设备数量台（套）10917年用电量千瓦时1046041.3018年用
2、水量立方米19738.8719总能耗吨标准煤130.2520节能率27.24%21节能量吨标准煤53.2022员工数量人504第二章 家用缝纫机塑壳电机项目建设背景及必要性一、项目承办单位背景分析（一）公司概况公司坚持以科技创新为动力，建立了基础设施较为先进的技术中心，建成了较为完善的科技创新体系。通过自主研发、技术合作和引进消化吸收等多种途径，不断推动产品技术升级。公司主导产品质量和生产工艺居国内领先水平，具有显著的竞争优势。公司拥有优秀的管理团队和较高的员工素质，在职员工约600人，80%以上为技术及管理人员，85%以上人员有大专以上学历。公司坚守企业契约精神，专业为客户提供优质产品，致力
3、成为行业领先企业，创造价值，履行社会责任。二、产业政策及发展规划（一）中国制造2025制造业是国民经济的主体，是立国之本、兴国之器、强国之基。十八世纪中叶开启工业文明以来，世界强国的兴衰史和中华民族的奋斗史一再证明，没有强大的制造业，就没有国家和民族的强盛。打造具有国际竞争力的制造业，是我国提升综合国力、保障国家安全、建设世界强国的必由之路。（二）工业绿色发展规划创建绿色工厂，按照厂房集约化、原料无害化、生产洁净化、废物资源化、能源低碳化的原则分类创建绿色工厂。引导企业按照绿色工厂建设标准建造、改造和管理厂房，集约利用厂区。鼓励企业使用清洁原料，对各种物料严格分选、分别堆放，避免污染。优先选用
4、先进的清洁生产技术和高效末端治理装备，推动水、气、固体污染物资源化和无害化利用，降低厂界环境噪声、振动以及污染物排放，营造良好的职业卫生环境。采用电热联供、电热冷联供等技术提高工厂一次能源利用率，设置余热回收系统，有效利用工艺过程和设备产生的余（废）热。提高工厂清洁和可再生能源的使用比例，建设厂区光伏电站、储能系统、智能微电网和能管中心。（三）xxx十三五发展规划当全球新科技革命和产业革命又来到一个新的历史性选择关头，中国战略性新兴产业除了激烈外部竞争压力，内部同样面临许多严重的问题。一是产业发展的制度和体制障碍需要进一步理顺，财政金融政策支持、资源倾斜优先配置等具体落实措施和政策没有完善。二
5、是面对发达国家的技术垄断壁垒，技术创新进步还需要加大原始积累，关键和核心技术领域优势不明显，自主创新能力不强，技术研发、转化利用效率不高。三是光伏、风电等个别产业领域出现产能难以消化过剩问题。（四）xx高质量发展规划新常态下全面深化改革，首先要精心谋划好和利用好我国经济的巨大韧性、潜力和回旋余地，依靠促改革调结构，推动经济发展提质增效升级。要坚持用改革的办法不断改善经济运行的微观基础和产业基础，努力保持稳增长和调结构平衡，有针对性地加大民生保障力度，为推动经济转型升级创造更为有利的条件，为改革持续推进创造更加稳定的发展环境。三、鼓励中小企业发展引导民间投资参与制造业重大项目建设，国务院办公厅转
6、发财政部发展改革委人民银行关于在公共服务领域推广政府和社会资本合作模式指导意见，要求广泛采用政府和社会资本合作（PPP）模式。为推动中国制造2025国家战略实施，中央财政在工业转型升级资金基础上整合设立了工业转型升级（中国制造2025）资金。围绕中国制造2025战略，重点解决产业发展的基础、共性问题，充分发挥政府资金的引导作用，带动产业向纵深发展。重点支持制造业关键领域和薄弱环节发展，加强产业链条关键环节支持力度，为各类企业转型升级提供产业和技术支撑。要激发中小企业创业创新活力，就是要鼓励创办小企业，开发新岗位，以创业促就业，力争使中小企业数量持续增加，向社会提供更多的就业机会和岗位。要最大限
7、度减少对微观事物的管理，市场机制能有效调节的经济活动一律取消审批，对保留的行政审批事项规范管理、提高效率；直接面对基层、量大面广、属于能交由市场解决或交由地方管理更方便有效的经济社会事项，一律下放地方和基层管理。同时，注重放管结合，切实防止审批事项边减边增、明减暗增现象发生。进一步加大商事制度改革的政策宣传。尽快建立与商事制度改革相配套的后续市场监管体系，加强部门间的沟通衔接，明确监管责任，规范监管行为。四、宏观经济形势分析2019年是新中国成立70周年，是决胜全面建成小康社会第一个百年奋斗目标的关键之年。做好明年经济工作，统筹推进“五位一体”总体布局，协调推进“四个全面”战略布局，坚持稳中求
8、进工作总基调，坚持新发展理念，坚持推进高质量发展，坚持以供给侧结构性改革为主线，坚持深化市场化改革、扩大高水平开放，加快建设现代化经济体系，继续打好三大攻坚战，着力激发微观主体活力，创新和完善宏观调控，统筹推进稳增长、促改革、调结构、惠民生、防风险工作，保持经济运行在合理区间，进一步稳就业、稳金融、稳外贸、稳外资、稳投资、稳预期，提振市场信心，提高人民群众获得感、幸福感、安全感，保持经济持续健康发展和社会大局稳定，为全面建成小康社会收官打下决定性基础，以优异成绩庆祝中华人民共和国成立70周年。三、家用缝纫机塑壳电机行业发展现状及趋势分析（略）四、家用缝纫机塑壳电机项目建设的必要性（一）顺应宏观
9、经济环境发展方向1、2019年是新中国成立70周年，是决胜全面建成小康社会第一个百年奋斗目标的关键之年。做好明年经济工作，统筹推进“五位一体”总体布局，协调推进“四个全面”战略布局，坚持稳中求进工作总基调，坚持新发展理念，坚持推进高质量发展，坚持以供给侧结构性改革为主线，坚持深化市场化改革、扩大高水平开放，加快建设现代化经济体系，继续打好三大攻坚战，着力激发微观主体活力，创新和完善宏观调控，统筹推进稳增长、促改革、调结构、惠民生、防风险工作，保持经济运行在合理区间，进一步稳就业、稳金融、稳外贸、稳外资、稳投资、稳预期，提振市场信心，提高人民群众获得感、幸福感、安全感，保持经济持续健康发展和社会
10、大局稳定，为全面建成小康社会收官打下决定性基础，以优异成绩庆祝中华人民共和国成立70周年。2、经济新常态，需要创新宏观调控思路和方式，培育经济发展的持久动力。从根本上说，就是向改革要动力，向结构调整要助力，向民生改善要潜力；就是要激活力，把该放的权放到位，让市场主体真正放开手脚；就是要补短板，把该做的事做好，增加公共产品有效供给；就是要强实体，把该给的政策给足，夯实发展的微观基础。新常态是新的探索，要创新宏观调控思路和方式，统筹稳增长促改革调结构惠民生防风险，以改革开路，充分发挥市场的决定性作用，激发企业和社会活力，培育经济发展的内生动力，加快经济转型升级结构优化，更好地改善民生。（二）项目建
11、设有利条件项目建设所选区域交通运输条件十分便利，拥有集公路、铁路、航空于一体的现代化交通运输网络，物流运输方便快捷，为投资项目原料进货、产品销售和对外交流等提供了多条便捷通道，对于项目实现既定目标十分有利。（三）企业可持续发展的必然选择投资项目建成投产后，项目承办单位将成为项目建设地内目前投资规模较大的企业之一，项目的建设无论是对企业自身的发展还是对促进当地经济和社会发展，都将起到明显的推动作用；投资项目的建设是项目承办单位自身发展的需要，随着国内相关行业的高速发展和客户需求面的不断增多，项目产品市场需求量日益扩大，因此，紧紧抓住项目产品市场需求动态，拓展投资项目丰富产品线及扩大生产规模已经显
12、得必要而且紧迫。（三）符合行业发展的客观需要（略）第三章 市场需求预测分析（一）家用缝纫机塑壳电机行业市场分析（略）（二）区域内家用缝纫机塑壳电机行业发展分析（略）目前，区域内拥有各类家用缝纫机塑壳电机企业764家，规模以上企业20家，从业人员38200人。截至2017年底，区域内家用缝纫机塑壳电机产值117166.97万元，较2016年102814.12万元增长13.96%。产值前十位企业合计收入50393.86万元，较去年44505.75万元同比增长13.23%。区域内家用缝纫机塑壳电机行业经营情况项目单位指标备注行业产值万元117166.97同期产值万元102814.12同比增长13.9
13、6%从业企业数量家764规上企业家20从业人数人3820er, The 7 Habits of Highly Effective People, Stephen Covey asserted, “Communication is the most impor- tant skill in life.”Thomas Faranda echoed the point in Uncommon Sense: Leadership Principles to GrowYour Business Profitably:“Nothing is more important to a leader than
14、effective communication skills.” Desired Results DirectCoachMonitorReport Figure 1-1. What does a manager do? produce them directly yourself. The results are produced by others (unless youre a “working supervisor” doing the jobs of both employee and manager). In other words, youre in the middle of i
15、t all (Figure 1-2): For many managers, this realization requires a shift in mind-set and skills. A Shift in Mindset and Skills Think about the job you did before you were promoted to your first management position. What was your primary concern? Unless you were the office gossip, you were most conce
16、rned with your job. You concentrated your efforts on what you did. What was the nature of the work you did? In all likelihood, it was mainly task-oriented. You did work of a technical or opera- tional nature. But when you occupy a management role, your frame of reference changes. Management requires
17、 a different mindset and skills. Communicating Effectively4 Desired Results DirectCoachMonitorReport You Figure 1-2. You as the manager Management The process of producing results through other people. The Managerial Mindset As a manager, your primary focus is no longer on you. A man- agers mindset
18、shifts to them (or, perhaps more appropriately, us), the employees who do the tasks. Although youre still con- cerned with yourself in terms of doing your job well, you recog- nize your success depends in large part on how well you and your employees work together to accomplish goals. You con- centr
19、ate on doing the things that will equip and encourage them to produce the desired resultsand many of those things you do involve communication. Management Skill As a worker, you probably prided yourself on your technical or operational skills. Its likely one of the reasons you were pro- moted to man
20、agement. You performed the tasks better than other employees. Now, you dont do those same tasks any- more. You oversee the per- formance of others who do them. Your effectiveness as a manager isnt deter- mined by your expertise with tasks or technicalities. Your effectiveness resides in your relatio
21、nal skills. To be effective, you need to be a skillful communicator. You need to be especially skilled at interpersonal communications. The Importance of Interpersonal Communication Interpersonal skills are increasingly critical because of four fac- tors of growing importance in most organizations t
22、hese days: technology, time intensity, diversity, and liability. Its All About Communication5 Relational skills Skills that build and maintain relation- ships.They pertain to how well you read people and relate to them. Relational skills include the abil- ities to establish rapport, instill trust, f
23、oster cooperation, form alliances, persuade, mediate conflict, and com- municate clearly and constructively. Technology Review what you do. How much of your workday is spent interacting with peo- ple face-to-face compared with interacting with tech- nology? How do you think employees would answer th
24、e question? In an edition of a respected dictionary dated 1987, the word “e-mail” doesnt appear. Now, e-mail is com- monplace. So is voice-mail. Every year, the ranks of telecom- muters grow. Technology has transformed the workplace, and its influence and impact are growing. As early as 1982, social
25、 forecaster John Naisbitt cautioned in Megatrends (1982, p. 39), “Whenever new technology is introduced into society, there must be a counter-balancing human responsethat is, high touch.” When you skillfully inter- act person-to-person, you bring to an increasingly high-tech workplace the necessary
26、high-touch. (Thats a key theme in Chapter 9, “E-Communications.”) Time Intensity The workplace is hurried. ASAP isnt soon enough. You need it NOW! (Or better yet, yesterday.) Rarely are documents sent by so-called “snail-mail.” Theyre transmitted electronically in nanoseconds or expressed for overni
27、ght delivery. Like many other people, youve probably learned the modern method for getting more done in less time: multi-tasking. Youre pressed for time. But Joe has a problem he has to talk to you about. The clock is ticking. But Jane doesnt know the next step to take on that project until she gets
28、 further direc- tion from you. In a rush, you “cut to the chase”get right to the pointno time for idle chitchat. And Paul in human resources perceives youre rude. What about the employee who comes to Communicating Effectively6 Interpersonal commu- nication Person-to-person and (with the exception of
29、 telephone and e-mail messages) face- to-face conversation.The prefix inter means among or between,so interper- sonal is not one-way communication. Its an exchange that occurs through dialogue between two people or through discussion among several,with participation by everyone involved. you with a
30、valid concern? You may miss it if youre multi-task- ing because multi-tasking diverts your attention. When time is at a premium, you cant afford to waste time through incomplete, inaccurate, or ineffective communication. Good interpersonal skills enable you to make the best use of the time you spend
31、 interacting with people. Diversity What is the population of your organization like? If its like most, its diverse. Age, ethnic, and gender diversity are commonplace. In addition to obvious differences, there are less obvious ones, like political preferences, religious beliefs, and lifestyle. Jane
32、asks for a day off to celebrate Kwanza. Joe is offended by off-color jokes. Paul winces when you greet him with “Hey, dude!” Arturo is free to work late every night. Dave is a single parent who needs to get home to his kids. And you? To be fully effective, you need to be attuned to the various needs
33、, interests, priorities, and communication styles of employees, peers, and the boss. You need to be adept at draw- ing upon the respective talents of a diverse work group. To do that, you need to interactinterpersonally. (This is so important that we get into it right away, in the first two chapters
34、, devoted to perceptions, profiles, and preferences.) Liability In recent years, organizations have been sued by employees for every conceivable reason. Some legal actions have merit. Others should never go as far as they do. Many issues could be resolved when they first surface at the departmental
35、levelif the manager knows whats going on and steps up to it. You need to “keep your ear to the ground,” so to speak. You want to build with employees relationships that encourage them to first bring their concerns to you. When employees have a grievance, take the time and show a willingness to hear
36、them out. Use your interpersonal skills to help resolve issues before they get out of hand. Its All About Communication7 You can minimize the likelihood of unwarranted legal action. How? Foster an atmosphere of open communication. Without it, employees conclude their ideas dont matter and their conc
37、erns are of no concern to you. They may think an issue man- agement should address is being ignored. Resent- ments brew. Address interpersonal conflicts early on. If you dont, one of two things will happen. The conflict will escalate or itll be repressed. If its repressed, it will recur. You can bet
38、 on it. Unresolved concerns and ongoing conflicts foment an envi- ronment rife with resentments and hostilities. As a result, its ripe for litigation. A dis- contented and disgruntled employee will sometimes look for an excuse to sue. The combined effects of these four factors technology, time inten
39、sity, diversity, and liability make strong interpersonal skills a “must.” So do the characteristics of contemporary organizations. Interactions in a Contemporary Organization You can see at a glance some of the obvious differences between contemporary and old-order organizations, two extremes on the
40、 management continuum. Communicating Effectively8 Handle with Care Never appear to take light- ly what someone else takes seriously.You may think a concern an employee expresses is “no big deal.” But if its important to him or her, respond as though its important to you. If you dont, itll become imp
41、or- tant to you when you have to deal with the backlash that may occur. If you laugh off or make light of a matter someone considers serious, you risk offending that person.Theyll feel you dont take them seriously. Liability Issues Pay particular attention and respond immediate- ly to any issues of
42、potential liability. These would include age, ethnic, or gender bias, harassment, health or safety hazards in the workplace, or threats. A contemporary organ- ization is flatter. Within it, interactions are more fluid. And it places a premium on feedback. More people report to any one manager, and t
43、here are fewer man- agers. Teams are common, and communication networks allow people to interact with each other quickly and easily. Lets look at some of the characteristics of the contemporary organization in more detail. Flattened In recent years, many organizations have dismantled the old hierarc
44、hical form. The multiple levels of a traditional structure have been reduced and replaced with self-managed teams or cross-functional work groups. The “chain of command” is nei- ther as long nor as rigid. Some of the traditional formalities have dissolved, allowing interactions to occur on a more ca
45、su- al basis. As a former manager in a highly hierarchical corporation, I can remem- ber when you wouldnt think of addressing the CEO in any way other than “Mr. Karey” (“Sir” was implied by a deferen- tial tone of voice). Now, its not uncommon in some companies to wave at the CEO from across the roo
46、m and, with a tone of good-friend familiarity, shout out, “Hi, Joan!” Its All About Communication9 Contemporary organiza- tion An organization that reflects current trends and applies up-to-date management prin- ciples and practices. Its the “new” form of organization, as opposed to the “old order”
47、of things. Know the Norms Even in the most con- temporary organiza- tions,theres still such a thing as“cor- porate etiquette.”There are protocols and courtesies all employees are expected to observe.Many organiza- tions,for example,still frown on going over the bosss head.If you go over the bosss he
48、ad,you do so at your own risk.Know the“unwritten rules” and norms of acceptable conduct where you work.And let your employees know what they are,too, so they dont inadvertently cross the line and commit a breach of etiquette. Fluid An old-order organization is like a skyscraper. Navigating through its many levels can be time-consuming and tedious, especially when you try to elevate an issue from the ground floor to the top. In contrast, a contemporary o
