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苏州东吴丝织厂是“七五”期间首批国家一级企业,1990年被授予全国“五一”劳动奖状和纺织工业部双文明优秀单位称号。几年来,该厂领导在不断提高企业素质的过程中,始终在班组建设上下功夫,把班组升级作为职工队伍建设的原动力,使企业的党政工各部门找到了工作的结合部、着力点。他们经过几年的探索,逐步完善了物质、精神、基础工作三大类,16项班组工作考核体系,形成了日台帐、月报表、季抽查、年考评的检查督促制度。通过考评,达到二级、三级升级标准的班组已占生产一线班组总数的1/3左右,其中被命名为省级先进班组2个,全国先进班组1个。
Suzhou Soochow Silk Mill is one of the first batch of state-level enterprises during the “Seventh Five-Year Plan” period. In 1990, it was awarded the “May Day” Labor Certificate of Merit and the Excellent Civilized Unit of the Ministry of Textile Industry. Over the past few years, the plant leadership in the process of continuously improving the quality of enterprises, has always been in the team construction efforts, the team as a motivation to upgrade team building, so that the various departments of the party and government enterprises to find a combination of work, focus. After several years of exploration, they gradually improved the material, spiritual and basic work in three categories and in 16 work teams and appraisal systems, forming a system of checking and supervising the Japanese-funded accounts, monthly statements, quarterly checks and annual assessments. Through appraisal, the teams that have reached the second and third level of upgrading standards have accounted for about one-third of the total number of first-line teams in production, of which two were named provincial-level advanced teams and one is the national advanced team.