论文部分内容阅读
我厂是机电部定点生产295、395柴油机的省级先进企业,拥有主要生产设备505台,固定资产原值1354万元。近年来产品产量与质量不断提高,1992年创产值5429万元,实现利润185万元,这与我们厂逐步建立起的设备管理激励机制和企业自我约束机制,保持良好的技术装备状态是分不开的。一、设备管理的激励机制在多年的实践中我们逐步建立了适合本厂实际的设备管理激励机制,主要有以下5个方面。 1.广泛宣传《设备管理条例》,加强职工设备管理意识。为了让职工了解设备管理的重要性,激发他们主
Our factory is a provincial-level advanced enterprise that produces 295,395 diesel engines at the designated location of the Ministry of Electromechanical Engineering. It has 505 major production facilities and the original value of fixed assets is 13.54 million yuan. In recent years, the output and quality of products have been continuously improved. In 1992, the output value reached 54.29 million yuan and the profit was 1.85 million yuan. This is in line with the gradual establishment of the equipment management incentive mechanism and the company’s self-discipline mechanism and the maintenance of good technical equipment status. It’s open. I. Incentive mechanism of equipment management In the practice of many years, we have gradually established a practical equipment management incentive mechanism suitable for our factory, mainly in the following five aspects. 1. Widely publicize the “Regulations on Equipment Management” and strengthen employee awareness in equipment management. In order to let employees understand the importance of equipment management, inspire their owners