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一、制订目标,全面启动设备管理“三大工程” 我厂《1996～1998年三年规划》提出“生产三年三大步,厂区实现无泄漏,管理水平创一流。”为此,设备管理工作也分三年三大步实施:1996年通过实施“三大工程”打好基础,1997年设备管理水平全面上台阶,1998年设备管理工作争创有色系统先进水平。 1996年厂四届五次职代会的厂长工作报告明确提出:“设备管理要全面启动‘三大系统工程’,一是推行设备点检定修制,年内达到制度完善,高效运行;二是推行全方位设备管理标准化,修订管理制度,理顺管理体制,规范管理行为,使设备管理各项业务达到制度化、程序化、标准化的要求;三是开展创建无泄漏工厂活动”。为此,我们制订了《山西铝厂1996年度设备管理工作要点》,并以总厂（96）08号文件下发,进一步明确了全年设备管理工作的指导思想、总体目标及主要措施。
First, set goals, fully start the “three major projects” of equipment management. Our “Three-year Plan for 1996-1998” puts forward that “three-year three-step production, no leakage in the plant area, and first-class management level.” For this purpose, equipment management The work was also implemented in three-year and three-stage steps: In 1996, the “Three Major Projects” were used to lay the foundation. In 1997, the equipment management level reached a comprehensive level. In 1998, the equipment management work strove to create a non-ferrous system advanced level. In 1996, the factory director’s work report of the 5th Workers’ Congress of the 4th Plant made it clear: “The three major system projects shall be fully started in equipment management. First, the inspection and repair of equipment points shall be implemented, and the system shall be perfect and efficient within the year; Implement standardization of all-round equipment management, revise the management system, rationalize the management system, standardize management practices, and make the equipment management business meet the requirements of institutionalization, proceduralization, and standardization; and thirdly, create a leak-free factory activity. To this end, we formulated the “Stages of Shanxi Aluminum Plant’s 1996 Equipment Management Work” and issued it in the form of the General Plant (96) No. 08 document, which further clarified the guiding ideology, overall objectives, and major measures for the entire year of equipment management.