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我厂现有生产班组102个,生产班组长127人。这些同志的文化素质普遍偏低,其中小学文化程度的占22.2%,初中占50%,高中和中技占26.4%,大专文化的仅有1.4%。其中具有初、高中学历的班组长中,大多数又是在十年动乱中上的学。这样的文化底子,使班组工作脱不开传统的“经验型”和“苦干型”。这种粗放的班组管理,与经济体制改革和企业上等级的要求很不适应。为了改变这种状况,1987年,厂领导决定配合厂里的企业升级,狠抓班组长的培训工作。
I plant 102 existing production team, production team leader 127 people. The cultural quality of these comrades is generally low, with 22.2% of them having primary education, 50% of junior high school, 26.4% of high school and technical secondary school, and only 1.4% of junior college education. Among them, the group leaders who have junior high and senior high school education are most of them studying in the ten year turmoil. Such a cultural foundation makes the work of the team can not be separated from the traditional “experience-based” and “hard-working”. This extensive team management, and economic restructuring and corporate level is not suited to the requirements. In order to change this situation, in 1987, the factory leadership decided to cooperate with the factory to upgrade, pay close attention to team leader training.