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本刊1989年第12期刊登我写的“也谈探索企业维修管理方法——建立工票工时考核制度”一文后,笔者陆续收到了上海闵行化肥厂、江苏启东电机厂、山东荷泽卷烟厂等众多工厂企业设备科或管理人员的来信,其中一些厂已经参照实行该文所介绍的维修班组考核制度,认为该办法是提高设备维修人员技术素质、扭转忙闲不均、分奖不公现象以及把基层设管人员从繁重的设管事务和维修实际工作中解放出来的一种行之有效的措施。现就同行对实施此维修管理方法提出的有关问题,再作一补充回答。1.我厂实行工票工时维修考核办法已经3年,从领导到职工大体都认为该办法具有简便易行、分派公平、排障迅速、便于检查等优点,使生产与维修人员能够同心协力完成工作。缺点是设备的再修理和返修界限不易划分,有时需要重开工票。
In the 1989 issue of this issue, I published the article “Also on the exploration of enterprise maintenance management methods — the establishment of a ticket assessment system”, the author has received Shanghai Minhang Fertilizer Plant, Jiangsu Qidong Motor Factory, and Shandong Heze Cigarette Factory one after another. After receiving letters from many factories and equipment departments or managers, some of them have already referred to the maintenance team evaluation system introduced in this article. They believe that this method is to improve the technical quality of equipment maintenance personnel, to reverse unfair busyness and unfair rewards, and to distribute unfair rewards. An effective measure to liberate grass-roots personnel from the heavy burden of physical management and maintenance. The relevant questions raised by peers on the implementation of this maintenance management method are now supplemented. 1. Our factory has implemented a three-year repair and assessment method for man-to-toe work hours. From the leadership to the employees, we generally consider that the measures are simple, fair, prompt and easy to check, so that production and maintenance personnel can work together to complete jobs. The disadvantage is that the boundaries of re-repair and rework of the equipment are not easy to divide, and sometimes it is necessary to restart the work ticket.